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Sometimes the simplest project advice is the most powerful. Escient Managing Consultant, Sam Durland shares his go-to principles for getting delivery right.

If you fail to plan, you plan to fail – Benjamin Franklin

Planning increases your chances of success and reduces the likelihood of delays, cost blow-outs, and quality issues.

This wisdom remains as relevant today as it was over 200 years ago. Whether following an Agile, Waterfall, or Hybrid delivery approach, it is essential to have a plan for what you want to achieve and to manage your team to that plan. Regularly analyse and review the plan with your team to ensure it remains achievable and that progress stays on track. When required, adjust the plan to address challenges encountered along the journey.

Projects without an achievable and well-managed plan often risk delays, cost blow-outs, or quality issues. Effective planning provides the foundation for success.

Risk comes from not knowing what you’re doing – Warren Buffett

Projects are investments with an expected return, whether tangible or intangible. Regardless of the delivery approach, clearly defining your requirements – user stories, technical specifications, functional needs, and more – is a critical contributor to on-time, on-budget, and on-quality delivery, ensuring your expected return on investment (ROI) is achieved.

Invest time upfront in detailing what you aim to achieve and manage these requirements consistently from start to finish. This practice safeguards ROI by minimising non-value-added effort and rework, ensuring that the project delivers outcomes that matter most.

Design is the intermediary between information and understanding– Hans Hofmann

This quote highlights the importance of shared understanding in project teams. Just as builders rely on architectural plans to guide their work, software engineers and testing teams need clearly articulated solution architectures to develop individual components and integrate them seamlessly.

Teams working from an assumed or outdated architecture can struggle to understand the broader picture, leading to quality issues or unnecessary rework. A well-maintained design framework ensures alignment across all phases of development, creating a cohesive and high-quality solution.

Testing leads to failure and failure leads to understanding – Bert Rutan

In software development, testing provides the clarity needed to confirm success and identify areas for improvement. Comprehensive testing ensures the solution works as required and reveals potential failures that can be resolved before deployment.

Assuming a solution will work based on light-touch testing is a high-risk approach that can cause significant challenges for both your organisation and your customers. A thorough testing process mitigates these risks, delivering a solution that meets expectations and maintains trust.

If you don’t manage risk, your risks will manage you– Sam Durland (that’s me)

Projects are often first-time exercises, laden with the risk of the unknown or unanticipated. This reality means that delivery risks, if left unmanaged, can quickly escalate into issues that result in delays, cost blow-outs, or compromised quality.

Take the time to identify potential risks, assess their likelihood and impact, and develop strategies to address them proactively. Regularly review and update your risk profile throughout the project lifecycle to stay ahead of challenges. Proactive risk management keeps projects on track and minimises surprises that could derail success.

These first principles of software project management – planning, managing requirements, designing effectively, testing thoroughly, and managing risks – are essential to delivering high-quality outcomes. By staying grounded in these fundamentals, you can ensure your projects meet their goals and provide long-term value.

Reach out to learn how we support successful project delivery. We’d love to help.Contact us today The post Timeless wisdom for timely project delivery appeared first on Escient.

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When I say I’m ‘free to be me,’ I don’t mean it lightly.Here’s why Pride Month still matters in 2025.I’ve thought a lot about how to share this post. Pride Month can be complicated — some see corporate involvement as tokenistic, and I get that. So, I paused to reflect on what this month really means to me at work before putting pen to paper.

I’ve been with Escient for over three years now, and in that time, it’s become more than a job — it feels like home. I’m surrounded by people who genuinely care, who listen, and who accept me without hesitation.

Society has shifted a lot — and it’s easy to forget that this hasn’t always been the case. I’ve been lucky. I’ve never experienced outright homophobia in the workplace. Whether anything was said behind my back or decisions were made based on my sexuality, I’ll never know — and I try not to dwell on it.

Back in the ’90s and early 2000s, when I was starting out, I treaded carefully. I’d use gender-neutral words like “partner” or steered clear of personal topics. Not out of fear — just habit. A quiet kind of self-protection. If you’ve ever felt the need to edit yourself, you’ll understand.

Those habits are now behind me — especially at Escient. I talk openly about my life, my relationship, my weekend plans — without filtering. No awkward pauses. No overcompensating. Just… normal. I’m free to be me. And isn’t that what most people want?

As a consultant, I often walk into new organisations not knowing how I’ll be received. That uncertainty doesn’t disappear entirely. Even now, there’s still a flicker of hesitation before I say, “my husband.” A moment where I instinctively check the room. Maybe it’s a generational reflex — or just part of being visible. But it’s a reminder that even in 2025, this still matters.

At Escient, we talk a lot about living our values — courage, empathy, selflessness, and creativity. This year’s Pride Month theme — Love. Respect. Empower. — feels especially meaningful because it mirrors the values I experience every day at Escient.

Love 💜

Empathy – Seeing people for who they are, not just what they do.
Selflessness – Creating space where others feel safe, seen, and supported.

Respect 💙

Courage – Standing up as an ally, even when it’s uncomfortable.
Empathy – Listening and learning without judgment.

Empower ❤️

Creativity – People do their best work when they can be authentic.
Courage – Sometimes, just being yourself is the bravest act of all.

Pride is more than rainbow logos or parade floats. It’s about visibility, dignity, and freedom — to live, work, and love without shrinking yourself.

Pride began in the U.S. as a response to oppression — sparked by the 1969 Stonewall Riots in New York City. What started as protest became a global movement for equality. And yet, even now, progress is not guaranteed.

So yes — Pride is a celebration, but it’s also still a protest. We’re not here to provoke for the sake of it. We just want to be heard, valued, and free to be who we are. Pride doesn’t diminish anyone else’s value — it acknowledges those who’ve historically been pushed aside.

The month of June gives us time to go deeper than surface-level support. Pride events can include:

Educational talks and panels
Film screenings
Mental health campaigns
Community memorials
Volunteer opportunities and fundraisers

So, if you’re able to influence workplace culture — as a leader, a peer, or a teammate — your actions matter. You might not see the impact immediately, but someone, somewhere, will feel it. When I say I’m “free to be me,” it’s not just a feel-good phrase. It’s a quiet milestone.
One that everyone deserves to reach.

Happy Pride Month 🏳️‍🌈We celebrate Pride as part of our commitment to a workplace where everyone feels seen, safe, and valued.The post I’m free to be me appeared first on Escient.

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As published in Pulse-IT, 30 May 2025.

By Dr Paul Cooper and Lumai Tingey

As Australia advances its healthcare through digital health strategies, EMR expansion, and virtual care, a profound truth remains: patients must feel genuinely known, respected, and empowered. At the 2025 Digital Health Festival, our interactive session explored what it means to feel “known, informed, and empowered”. Participants (executives, clinicians, researchers, and technologists) consistently emphasised human-centred care as foundational, not optional.

Feeling known: trust through personalisation

Participants identified clear indicators of feeling “known”: not repeating their health history, receiving personalised care, and clinicians accessing accurate, timely information. One attendee summarised:

“When the clinician already knew my history, I felt less anxious and more trusting.”

Such reflections highlight systemic issues like siloed data and poor interoperability, which fracture patient experiences, erode trust, and heighten anxiety.

Clinician perspective: better outcomes

Clinicians in the room at the event reinforced these insights, emphasising trust and continuity. Patients who feel known are more engaged, honest, and compliant, directly improving clinical outcomes. Efficiency also rises, as one clinician succinctly stated:

“Personalised. Efficient. Trust. Better outcomes.”

Starting with data: integration and standards

Central to feeling known is seamless, secure data sharing. Health services must prioritise integrated digital systems to enable continuity across providers. Robust data standards and digital identity frameworks underpin effective information flows, ensuring the right clinician can access the right data at the right time.

Initiatives like the Consumer Data Right (CDR) and Digital ID demonstrate national commitment. The formation of the Data Standards Advisory Committee (DSAC), tasked with guiding standards for CDR and Digital ID, underscores the necessity of secure, interoperable data to create coherent, trusted patient experiences. The DSAC’s role includes setting standards for digital technologies, information security, and data sharing—critical for genuine patient-centric care.

Empowerment through informed choice

Empowerment emerged strongly, emphasising choice, understanding, and autonomy:

“Give me choice and let me understand what it means. That’s what makes me feel in control.”

Digital systems and workflows must therefore be inclusive, flexible, and transparent. Effective data standards support clear, consistent information presentation and robust consent mechanisms, foundational to CDR principles. DSAC’s call for expertise in digital identity, standards processes, digital policy, consumer rights, and privacy further highlights the complex, trust-focused nature of digital healthcare.

AI and digital trust: transparency and governance

As AI integration in healthcare grows, ethical, transparent system design becomes urgent. Patients and clinicians must understand AI-driven decisions. Without explainable, interpretable AI systems aligned with safety and governance standards, trust and thus adoption, will falter. Designing AI to strengthen, rather than undermine, clinician-patient relationships is essential.

Human-centred care: systemic necessity

Human-centred healthcare improves outcomes, reduces friction, and enhances satisfaction. For health leaders and policymakers, priorities include –

Ensuring interoperability through robust national data standards.
Implementing co-designed service models and user-tested digital tools informed by consumer advocacy.
Measuring clinical outcomes alongside experience, trust, and empowerment.
Actively participating in developing data standards and digital identity frameworks that reinforce modern, trusted healthcare.

Healthcare’s future lies in connections—not just between digital systems, but between people, their experiences, and outcomes. Embedding human-centred care at every level of health reform will transform trust from an intangible ideal into a measurable, repeatable reality, anchored firmly in secure, interoperable, and well-governed data standards.

Escient’s strategic framework embodies three core principles:

Know Me: Deeply understand patient needs.
Inform Me: Provide timely, relevant information.
Empower Me: Enable confident, informed actions beyond clinical settings.

About the authors

Dr Paul Cooper is an educator, researcher and associate consultant with Escient, specialising in digital health and digital transformation.

Lumai Tingey is a Director at Escient with extensive experience leading digital health initiatives across state government and local health networks.

See our work in healthThe post To be known is to be cared for: why human-centred care is a strategic imperative for Australian healthcare appeared first on Escient.

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There’s a lot of waiting in healthcare. Waiting in waiting rooms. Waiting for scans. Waiting for results. Waiting for discharge.

If you were to map a patient’s experience, I bet you every second activity would be ‘Waiting’, and it would take up most of the time spent receiving the service.

At the same time, clinicians are stretched trying to find time to do everything they need to in a shift.

If you wanted to map a clinician’s experience and understand their journey delivering a service, good luck trying to find time in their day to interview them. I’ve tried to get clinicians together for workshops before. If you want more than 3 free at the same time, aim for roughly 5 years from now and you might have a shot.

So how can we find ways to design health services around patients and with critical clinician input? By meeting each person where they are.

Interviews, workshops and surveys are great. They have their place. But in healthcare my first-call research method is observation.

There’s no interview method that gives you empathy for both patient and clinician quite like watching their interactions in the environment where the service happens. This could be in a hospital, at a GP, or at the patient’s home. You gain untold context, you see things no one would think to mention in an interview. If you can fade into the background and resist the urge to switch on your problem-solving brain, you can see the service in as pure a form as possible.

But observation isn’t perfect. It doesn’t give you full insight into why patients or clinicians do the things they do. That’s why my second-call method is contextual inquiry.

Once you’ve observed enough to get a sense of what is happening (which takes longer than you think), you need to understand why it’s happening. That’s where asking well-timed questions can be useful – in the moment, in the environment where the service happens.

But how do you time questions well when you’re trying to stay out of the way? By looking for the ‘space in between’ in the services.

The moments of waiting where patients might appreciate the chance to share their thoughts and frustrations.

You have to ask questions compassionately though. An empathetic mindset is non-negotiable. If they feel like they’re answering a telemarketing call you are doing it wrong. You need to first care about their situation and then ask thoughtful, useful questions that take into account what you’ve seen during observation. If you show up to care, not to extract, you treat your fellow human better and you get better insights.

And sometimes patients will say no thanks. That’s ok. It’s not about you after all. It’s about them.

And the clinicians? Well, you have to be patient looking for your opportunity. I was once lucky enough to share car rides with clinicians going house to house for patient home visits – the car trips gave a great space to ask my contextual questions.

But for those on shift? I’d suggest staying with them for the long haul. Shadow them for a whole shift. Two shifts. Spend a 12-hour night shift with them. Someone is much more likely to spend their 30min break talking to you if you’ve put in the time to empathise with their working conditions. And it might just give you some level of understanding as to what it takes to care for others and perform when you’re tired and overworked.

After all, empathy is the main game here.

Discover how we can help you keep people at the heart of health design.Let’s chat The post The space in between: Meeting people where they are in healthcare appeared first on Escient.

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Pictured: Rebecca Campbell-Burns and Stephen Mabbs

At Escient, we have always embraced growth, change, and opportunity – both for our people and the clients we serve. As part of our continued evolution, we are pleased to share some leadership updates.

After nearly nine years as CEO, Steve Mabbs will be retiring from the role on 30 June. Steve has been instrumental in shaping Escient into the organisation it is today – one built on strong values and purposeful partnerships. From 1 July, he will transition into the role of Chair of the Board, ensuring continuity of leadership as we move into our next phase.

With this transition, Rebecca Campbell-Burns will step into the CEO role, bringing a wealth of experience and a deep understanding of Escient’s vision, culture, and future direction. At the same time, Stephen Kovacs will take on the newly created role of Managing Director, Consulting, focused on developing our people and strengthening the impact we bring to our clients.

We are also pleased to share that Tom Stianos, our current Chair, will continue to be part of Escient’s leadership as a Non-Executive Director, ensuring continuity and stability at the Board level.

We also share the news that Tin Tran, one of Escient’s founding partners, has recently stepped down from his role. Tin has played a significant role in shaping Escient’s foundations and growth, and we sincerely thank him for his contributions over the years. We wish him every success in his next chapter.

Throughout these changes, Escient’s leadership remains stable and resilient. Michael Croker, National Director, Sales & Marketing, and Donna Potts, Head of People & Culture, will continue in their roles, ensuring continuity in our client relationships, people leadership, and organisational direction.

These leadership changes reflect the natural evolution of our organisation, ensuring we remain strong, future-focused, and well-positioned for continued success.

We look forward to continuing to work with our valued clients and partners under Rebecca’s leadership, and we extend our gratitude to Steve, Tin, and Tom for their ongoing contributions to Escient’s success.

The post Our next chapter: Leadership changes at Escient appeared first on Escient.

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Prototyping is one of the key steps in the human-centred design process. It entails giving an idea a tangible form that can be tested with users. Initial or low-fidelity prototypes are “quick and dirty” ways to validate key assumptions about an idea, before committing significant resources to something that may not have merit from the user’s perspective.

Think it, test itSuppose you work for an animal shelter and have come up with an idea for “Pet Tinder” — an app that matches prospective pet owners with animals looking for a home. Both you and your boss are pretty excited about this concept. Before you embark on detailed design and development, you decide to test this out with a few users with a low-fidelity prototype. You mark up “screens” of the app on a few sheets of paper and put them before some friendly users to get their feedback.

They might say that this feels too impersonal and transactional or get really excited and ask for other features that would wow them even more — you won’t know until you try it out. Whatever the feedback, this way you’ll have meaningful data points to inform your decision making and will no longer be working on a hunch.

“That’s an obvious example,” you might say, and write off prototyping as something that only applies to digital products.

Not so! I insist that everything can be prototyped.

Understanding assumptionsI was recently mentoring a newly appointed team leader who had had run a session with her team to identify ways to give greater visibility of everyone’s work and reduce key person risks. They’d come up with some ideas that seemed to make sense but were time consuming to execute, and the team leader had their doubts about these changes impacting the issue at hand. We worked through the key assumptions underpinning the ideas and found “cheap” ways to test them out.

One idea was for everyone to document the tasks they looked after and share those descriptions with each other. This is easy enough to do, but tedious and potentially ineffective. Instead of jumping into this full steam, we identified that a prototype of this idea could be for everyone to share one existing task description with each other and measure the perceived effectiveness of this.

Another prototype worth exploring was running a discreet experiment with people shadowing each other and measuring the impact of this exercise. The team leader could then compare the results of both experiments and make an informed decision about which idea is worth pursuing further. My mentee was energised by the idea of reframing this a prototype: what seemed a daunting commitment was broken down to a manageable experiment and they were excited about empowering the team to be part of that decision-making.

Breaking down big decisionsGetting into the habit of breaking down BIG decisions into key assumptions and identifying the “cheapest” way to test those assumptions is valuable skill in many contexts, even in your everyday life.

About 5 years ago, I found myself thinking about a radical change of career — shelving corporate life to pursue my dream of working in hospitality. Before I invested my life savings in setting up a little café, I decided to prototype this decision: I quit my job and went to cooking school for 2 months and 6 days a week I went to classes in the morning and worked as a kitchen hand during afternoon and evening classes.

It was a great experience, but it dismantled my romantic notions and exposed the reality of an entirely different way of life and set of interactions that I wasn’t ready for. I happily reentered the corporate workforce with renewed vigour and haven’t looked back since, though it has given me a greater appreciation of how much precision work goes into a well-orchestrated restaurant experience. It was an expensive prototype, but a lot cheaper than the alternative.

Have a look at some big decisions you’re facing. Break them down into key assumptions. What’s the cheapest way you can test those assumptions to de-risk that big decision? That’ll be the prototype.

If you need help with bringing your ideas to life, let’s connect! We’d love to help.Contact us today The post Everything can be prototyped appeared first on Escient.

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Picture the next 12 months. You probably have plans for business improvement. Maybe you’re embarking on a major transformation program.

Big plans, yes! But are you set up for lasting success?

Find out in 2 minutes with our change pulse checkTurning temporary transformation into enduring strengthsStrategic transformation is a significant undertaking with wide-ranging impacts that extend from the systems, structures and operating models of organisations to the hearts and minds of the people involved. When we invest in strategic transformation programs, we need to uplift our capabilities to deliver.

But while transformation programs are temporary, our organisations are enduring. Without zeroing in on those capabilities that could be carried forward into business-as-usual (BAU), most organisations miss the opportunity to translate their short-term investments into sustainable strengths that help them navigate future change.

Imagine a town’s river is running dry, threatening its survival. Specialist engineers arrive, build temporary systems to restore water, and guide the town through the crisis. But what if before leaving, they teach conservation methods, build irrigation, and empower locals to manage water sustainably? The town not only survives but builds capabilities to thrive into the future.

How do we know where to invest?If you have plans for a major transformation to your operating model or ways of working in 2025, there can be huge value in benchmarking your current change capabilities against what is desirable for continuing to thrive through organisational change impacts in BAU. This is critical baseline knowledge for achieving return on your investments (ROI) during the exceptional conditions of transformation and returning to a target operating model that has critical change capabilities as a characteristic.

Consider these practical first steps –

Identify what change management capabilities are valuable to sustain – the enduring legacies
Understand those you are comfortable using only to move forward now – the temporary

At Escient, we use a structured evaluation called the Change Capability Assessment to assess organisational strengths and opportunities and generate knowledge about the enduring capabilities you are likely to require for the future.

The nuances of your organisation and its transformation plans matter in this process, but there are some great examples of enduring change capabilities that make a real difference. Imagine frontline leaders who have experienced transformation through systematic exposures for learning, change management models that have been road-tested, or performance improvement systems that integrate risks and learnings for better organisational change management.

The bottom lineIf you’re advancing something big, you will need temporary investment to get through the peak demands of transformation. To achieve better ROI from your program investments, make sure you have the evidence to also determine how to –

Recognise and know when to activate the change capabilities you have in your organisation now
Achieve knowledge transfer from any short-term investments you make in expertise to deliver your transformation program
Systematically optimise capabilities in things like structures, systems and cross-team collaborations to support resilient change practices for the future

What does strong capability for enduring change look like?* Engagement and commitment from leadership. * Processes and governance for managing change. * Consultation and communication with impacted stakeholders, with co-design where reasonable and appropriate. * Incorporation of outcomes into performance improvement systems. * Appropriate skillsets for change and people support. * Retrospectives of change efforts with a people-centric lens and appropriate adjustments for continuous improvement.

Escient’s Change Capability Assessment is a deep dive into your organisation’s capability to manage change effectively – it can help you to invest wisely.

Complete our 2-minute change pulse check to see how you’re tracking. Click here The post Big changes ahead, but what matters is what gets left behind appeared first on Escient.

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As the year wraps up, you may notice a dip in energy across your teams. High performers seem less engaged, productivity has waned, and overall morale isn’t what it once was. But is this just end-of-year exhaustion, or could something deeper be at play?

More often than we realise, a steady stream of organisational change can gradually drain a team’s resilience, leading to what’s known as change fatigue. When employees are constantly adapting to new processes, tools, or priorities, even the most committed teams can begin to feel worn out – this doesn’t have to be the norm. With a few key adjustments, you can shift the narrative around change, reinvigorating your team’s sense of purpose and enthusiasm heading into 2025.

Curious to see how you’re tracking? Let’s take a pulse check 3 ways to combat change fatigue and reenergise your teamBy recognising and addressing the root causes of low energy and disengagement, you can lead a proactive shift in mindset. Here’s some ways that we find work well.

1. Reframe change to inspire positivity

Change fatigue often stems from the perception of change as disruptive. Employees who feel overwhelmed by ongoing change can become resistant. But what if we could reframe change as an opportunity instead of an interruption? When leaders clearly communicate the purpose and benefits of changes, employees are able to connect the dots to see the bigger picture and how it aligns with team and organisational goals.

To make this shift, you could highlight how recent changes support team objectives or improve workflows. Engage employees by actively seeking their input on transitions and make them a part of the process. Inviting input fosters a sense of ownership, making change feel less like something happening to them and more like something they’re a part of – showing that change can work for them, not against them.

2. Address the “micro-stresses” that drain energy

It’s not always the big changes that lead to fatigue; often, it’s the smaller, everyday shifts – like technology updates, minor process tweaks, or unexpected shifts in priorities. These micro-stresses can gradually wear down morale and create a sense of instability.

You can support your team by acknowledging these everyday challenges and finding ways to minimise them. Consider introducing changes in bundles to reduce constant disruptions. Establish a feedback loop where employees can share their concerns about which minor changes are impacting them the most—and adjust accordingly. Showing you value the “small things” builds trust and helps reduce the overall stress of change.

3. Prioritise well-being and connection

When change feels relentless, even minor issues can feel overwhelming. A supportive work environment—where well-being and mental health are prioritised—allows employees to better manage transitions. A great start could be recognising the hard work your team has put in throughout the year and acknowledging their adaptability.

Consider well-being initiatives like flexible schedules, mental health days, or team-building activities to close out the year on a positive note. Taking a thoughtful, supportive approach to managing change shows you’re invested in your team’s overall well-being. When employees feel cared for, they’re more likely to approach change with optimism and adaptability, creating a culture that’s ready to tackle what’s next (or ready to thrive in 2025 and beyond).

Ready to lead the shift?Escient’s Change Capability Assessment takes a deep dive into how your organisation and employees are experiencing recent changes. We help to identify areas to enhance upcoming change initiatives for improved engagement and performance.

Let’s work together to create a resilient, energised team for 2025 and beyond!

Complete our 2-minute pulse check to see where you stand. If you’d like further insights, we’ll get in touch to explore ways to build a culture that embraces and thrives in change.Take the survey The post Is change fatigue holding your workforce back? appeared first on Escient.

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Change. Are you over it? Or invigorated by it?

No matter how you feel, future changes in our organisations are unavoidable and managing them effectively is ever more important to survive and thrive.

Are you confident in your organisation’s capability for change?With change on the horizon, you’re probably aware that obstacles lie ahead—even if they’re hard to identify right now. Preparing for change can be like climbing a mountain with shifting weather; sometimes the challenges aren’t obvious until they’re upon you.

Often, the barriers to effective change are so embedded in daily operations or organisational culture that they’re difficult to see from within. A fresh, outside perspective can make all the difference.

Curious to see how you’re tracking? Let’s take a pulse checkWe can help.Escient’s Change Capability Assessment is more than an evaluation. It’s a collaborative, structured process that invites your stakeholders to share insights, experiences and expectations, helping you assess readiness across five key elements essential for any successful transformation. This isn’t about scoring performance – it’s about facilitating meaningful discussions that reveal strengths and surface areas needing attention.

Our Change Capability Assessment can help you to –

Spot potential risks early. Get an early read on likely risks and obstacles to your transformation efforts.
Apply lessons from the past. Learn from past change experiences and take action to avoid repeating past mistakes.
Prioritise investments. Identify the actions and resources to smooth the journey to doing things differently, based on evidence.

Maybe you’ll find your initial assumptions validated. Our assessments have often confirmed client hypotheses, offering credible insights that drive organisations to confidently enhance their change capabilities and avoid being caught off-guard.

We also recognise that each organisation is unique. That’s why our assessment process is tailored to meet your needs and responsive to your circumstances.

Why choose Escient?Internal reviews are valuable, but they’re often affected by blind spots and existing biases. Escient’s Change Capability Assessment brings an independent perspective, helping you identify resistance points, process bottlenecks, or skill gaps that may otherwise go unnoticed.

It’s tempting to think you can do this yourself, but internal capability reviews are often undermined by blind spots and biases, whether actual or perceived.

Our assessment provides an independent perspective, free from existing dynamics. It can reveal bottlenecks, resistance points, or skill gaps that can then be proactively addressed.

It’s about gaining the clearest picture possible to position your transformation initiatives for success.

Want to know more?Gain a clear, actionable understanding of your organisation’s readiness to manage change as core business.

Complete our 2-minute online pulse check to see how you’re tracking and request a call back.Take the survey The post How prepared is your organisation to embrace change in 2025? appeared first on Escient.

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Clear, impactful communication often makes the difference between driving meaningful change and missing opportunities.

Whether you’re delivering insights from an analysis, pitching a new strategy, or making product recommendations, the Pyramid Principle can help you present complex ideas with clarity and precision. Originally developed by Barbara Minto at McKinsey & Company, this structured technique is now widely used beyond consulting in any setting where clarity and persuasion are crucial.

What is the Pyramid Principle?The Pyramid Principle is a communication method that starts by setting the context and identifying the complication before leading to the main idea, supported by structured arguments and evidence.

This method relies on three essential steps: defining the situation, identifying the complication, and formulating the key question. The situation establishes a shared understanding, typically an uncontroversial fact familiar to your audience—such as the current performance of a business unit in a financial analysis. Defining this baseline ensures everyone is aligned before diving into more detailed insights.

What makes the Pyramid Principle especially effective is its approach of presenting the answer first. By leading with your main conclusion—whether it’s a recommendation for operational changes or a strategic pivot—you immediately address the “So what?” This approach captures the attention of decision-makers who need clarity quickly, and it sets up a logical framework for the arguments and evidence that follow.

When discussing an issue, it’s important to identify the complication disrupting the current state.This could be a decline in revenue, rising costs, or changing market dynamics. Emphasising the complication signals to your audience why this issue needs attention. At this point, the Pyramid Principle encourages you to pinpoint the key question that emerges, helping shape a narrative that is both relevant and focused.

Structuring your message 1. Define the situation
Start with the current context to set the stage for your analysis. The situation should be well-understood by the audience, forming a foundation for deeper discussion. * 2. Identify the complication
Highlight the specific problem or challenge that disrupts the current state and creates a need for action. * 3. Formulate the key question
Pose the central question raised by the complication, guiding the focus of your analysis. * 4. Present the answer
Offer your main conclusion, backed by clear evidence and analysis, creating a logical pathway to explore further if needed. * 5. Build the case
Develop each supporting argument for your main conclusion, each one underpinned by data and analysis. * 6. Dive into details
Provide any additional insights or data that strengthen your supporting points. * 7. Understand the implications*
Discuss the broader impacts of your findings and recommendations, considering potential outcomes and next steps.

Flexibility and versatilityThe Pyramid Principle is highly adaptable, extending well beyond formal reports and presentations. It can shape client conversations, internal discussions, and even emails. For instance, in a conversation about market competitiveness, you might outline the challenge (e.g. declining market share), pose the question (“how can we improve?”), and then offer your primary recommendation.

This method also allows for flexible depth. After presenting the answer, you can dive into a detailed analysis for those who require more information. This ensures that your communication is accessible and adaptable to different levels of expertise within your audience.

Why it mattersThe Pyramid Principle offers benefits that go beyond clarity—it reduces ambiguity, enhances decision-making, and builds trust by showing that recommendations are thoughtfully structured and evidence-based. Whether you’re writing a report, preparing a presentation, or engaging in strategy discussions, applying this method makes your message clearer, more impactful, and memorable.

We can help you engage in reporting and disclosure with confidence.Contact us today The post Communicating with clarity and impact appeared first on Escient.

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Do you ever feel like you forget half of what you learn in training by the time you get back to your desk the next day? ‍You are not alone. The Ebbinghaus Forgetting Curve is a sneaky culprit behind knowledge loss, but fear not! The good news is we can fight back and retain the valuable skills we invest time and resources in acquiring.

The Ebbinghaus Forgetting CurveImagine starting at the top of a very steep skateboard ramp. As soon as you begin, you descend rapidly, similar to how our memory retention drops quickly in the initial period after learning something new. Studies suggest we forget up to 70% of what we learn within a day! Over time, and with reinforcement, the rate of forgetting can slow down and gradually flatten the steep curve.

So, how do we outsmart this forgetting beast?Here are my top 5 tips, honed from experience in designing and delivering training, together with industry resources and valuable guidance from Escient learning design experts Marina Fokina and Lumai Tingey.

Pre-game preparation

Don’t walk into training cold. Review provided materials beforehand and prime your brain with relevant articles or videos. This builds a foundation for new information to stick to.

Be an active learner

Put aside the passive notetaking and become a learning sponge. Ask questions, participate in discussions, and connect new concepts to what you already know. The more engaged you are, the better you’ll retain the information.

Space out your reviews

Avoid cramming. Use spaced repetition by reviewing the material a day later, then three days later, and again after a week. This strengthens the information pathways in your brain. Think of it as spaced workouts for your memory.

Teach it forward

Solidify your learning by explaining it to someone else. Summarise it for a colleague, write an article, or even teach it to a pet! Teaching forces you to process and organise the information, leading to deeper understanding.

Apply it in the real world

Apply your newfound knowledge in real-world projects or problem-solving. Practical application makes learning not just memorable, but meaningful.

Proactive learning is key.Proactive learning is the key to conquering the forgetting curve. By implementing these tips, you’ll be well on your way to becoming a knowledge retention champion!

If you’re interested in our training and capability uplift services, we’d love to chat.Contact us today The post Forget about forgetting: Conquer learning with these top 5 tips appeared first on Escient.

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In our fast-paced digital world, first impressions matter more than ever.

Just as we know the importance of making a positive impression when meeting customers face-to-face, we should apply the same level of care to our digital first impressions. However, all too often businesses prioritise their own wants – like capturing data, pushing promotions, or getting users to subscribe – over the end-users’ needs.

This approach can damage the user experience and ultimately harm business success in the long term.

Digital design reflects your business philosophyLet’s consider a common experience many of us will have encountered.

You’re visiting your local supermarket to buy groceries for the week, but as you approach the entrance, someone pops out from behind a kiosk with a clipboard asking you to sign a petition, donate to a cause, or complete a survey.

How does that make you feel?

Likely, you’ll feel a mix of frustration and panic. You didn’t come to the shops to spend 10 minutes being told why you should buy raffle tickets; you came to complete the task of buying your groceries. The person with the clipboard is an obstacle, an unexpected friction point that disrupts your intended journey.

Now, translate this scenario to the digital world.

Too often, websites and apps act like the person with the clipboard, creating barriers that prevent users from reaching their goals. The moment a user arrives on a website, they are bombarded with pop-ups asking them to sign up for newsletters, provide personal information, or respond to promotional content.

Take the example of a user who simply wants a quote for a product or service. They don’t necessarily want to provide their email or phone number at this early stage, knowing full well it might lead to a barrage of marketing emails or unwanted sales calls. Yet many businesses make this a prerequisite, asking for information upfront before any value has been delivered.

This approach can feel like a digital equivalent of a toll gate, demanding a “payment” of personal information before any real engagement has occurred. Just like in the supermarket scenario, this experience feels intrusive and frustrating. The design of these digital experiences reflects a philosophy focused on “taking” from the user right away.

The message it sends to customers is clear: “We are more interested in what we can get from you than in helping you achieve your goal.”

Putting user needs at the centre of designBut what if, instead of a clipboard-wielding opponent, you were greeted with a clear sign directing you to exactly what you need inside the supermarket?

What if the layout of the store was easy to understand, the aisles were organised, and the staff were attentive but not overbearing? The experience would feel more smooth, efficient and enjoyable. You’d be more likely to return because the supermarket made your journey as simple and pleasant as possible.

This is the same approach we should take with our digital tools.

When users visit your website or app, they have a goal in mind – perhaps to find information, explore your services, or purchase an item. Our job is to make that journey as easy as possible by anticipating their needs and removing unnecessary obstacles. It means understanding the users’ goals and designing around them, not around our desire to collect their data or push irrelevant information.

By prioritising users’ needs, we demonstrate we respect and value their time and experience. This builds trust and encourages users to return, creating long-term loyalty and positive word-of-mouth for the brand.

Why it mattersAt its core, effective digital design is about striking a balance between the needs and wants of both the business and the end-user.

Returning to our supermarket analogy: if customers continually face obstacles or feel pressured every time they enter, they will eventually choose to shop somewhere else. In the same way, when a digital experience is designed without the user in mind, it risks alienating them, causing them to leave and perhaps never return.

We believe that by prioritising users’ needs, we create digital experiences that are not just visually appealing but also functional, accessible, and engaging. By designing with empathy and understanding, we can ensure our digital platforms lead to more meaningful and successful interactions.

After all, when the journey is effective and enjoyable, everyone wins.

At Escient, we balance business objectives with user experience through a human-centred design approach.Contact us today The post Balancing business wants with user needs in digital design appeared first on Escient.

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Escient has been named Employer of Choice for the fifth consecutive year.

This award recognises the supportive practices we apply in employee recruitment, engagement, and retention – all contributing to fostering a collaborative and inclusive workplace where our people can thrive and engage in meaningful work.

Since our inception, Escient has cultivated a culture described as ‘uniquely Escient,’ shaped by the diverse backgrounds, experiences, and skills that make the team special. This culture not only motivates our employees every day, but also attracts clients to Escient – and keeps them coming back.

Escient CEO Stephen Mabbs shares what this milestone means to him.

“We are thrilled to be recognised as Employer of Choice for the fifth consecutive year! Culture isn’t something that just happens. It is deliberate, and it powers our company. At Escient, we prioritise our people. From learning opportunities to strong team connections, we’re dedicated to fostering a workplace where everyone feels they belong and can perform at their best.

We are so grateful for our team for their contributions in making Escient a great place to work.”

About the award

The Employer of Choice award assesses organisations on five core areas–

Organisational Culture and Leadership
Employee Education, Training, and Development
Employee Health, Safety and Satisfaction
Performance Management
Recognition and Remuneration

Now with a fifth Employer of Choice certificate on our wall, Escient stays dedicated to investing in our culture, uniting people and purpose to promote wellbeing, teamwork, and growth. Sincere thanks to our amazing team. Your courage, creativity, empathy, and selflessness have made our work environment the remarkable place it is today.

Interested in joining our team? Check out our Careers page to learn more.

The post Five years running: Escient celebrates fifth Employer of Choice Award appeared first on Escient.

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An octopus is intelligent. They show their emotions by changing their position and colour. Scientists say octopuses avoid places where they have had negative experiences before.

An octopus is a metaphor for how I view heightened emotions during project change.Emotions show up in where we stand, who we stand with, and how we show up.

There are lots of triggers in the pressure-cooker project environment in which organisational change often occurs. Increased workloads, time pressures, performance expectations, and ambiguity can remind people of pain they’ve felt before.

When talking to someone experiencing emotional stress during project change, I imagine the octopus.

I visualise untangling the tentacles—identifying where their response is coming from, sizing the problem, appraising the context, and talking things through to the end of each tentacle.

It’s an octopus for a reason because there’s always several tentacles to get to the bottom of!

I asked some of my Escient change management colleagues how they engage with emotional octopuses in their work – they had great tips!I should probably share eight, but here’s half an octopus to get you going –

Evaluate early warning signs

Heightened emotions in project change are common, but not inevitable. Sometimes a stress response from individuals or in specific phases of a project can predict what’s coming for others next. Consider whether the response you are observing is an early warning sign of something more systemic.

Contain a crisis

Be aware of the risks of emotional contagion. Consider creating a space for sharing that is time-bound, giving air to emotions without undue extra weight. You can also structure your day to manage the impact that high-intensity conversations may have on your emotions and work.

Know your limits

As change professionals, empathy is one of our strengths, but we are not therapists. Leverage other structures and support networks where needed. Lean into trusted colleagues who can provide an impartial view and support.

Don’t take it home!

The tentacles of high emotions at work can be pervasive. It’s important not to take an emotional octopus onboard. The commute used to diffuse stress but with many working from home, look for fresh ways to express what you need and decompress the day.

As a profession and a discipline, change management values empathy. Escient change managers use their empathy superpower with care.

What emotional octopuses are you wrestling in your work right now? Discover how we can support your team through project change. Get in touch, we’d love to help!Contact us today The post How to engage with an emotional octopus appeared first on Escient.

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Rebecca Campbell-Burns, Managing Director Southern Region, Escient with award recipient Artur Goncalves.Geraldine Ambrose was a valued Escient consultant and IT professional whose legacy continues to inspire. To commemorate Geraldine’s achievements and keep her memory alive, Escient is proud to co-sponsor an annual academic achievement award at Swinburne University.The Geraldine Ambrose Memorial Prize is awarded to the highest performing first-year student in the Bachelor of Business Information Technology (Professional) program, the course Geraldine herself commenced in its very first intake. This award honours Geraldine’s accomplishments as an inaugural graduate from this course, and encourages young talent in the field of IT.

Geraldine joined Escient as the first Victorian consultant in January 2017. Escient Consultant and former Swinburne classmate, Julie Jobson says, “Geraldine was a complete pocket-rocket of a consultant – she was a formidable professional, who worked across various sectors, making a significant impact on each of her clients.”

Geraldine Ambrose, with Tom Stianos, Non-Executive Director, Escient & Rebecca Campbell-Burns, Managing Director Southern Region, Escient.Her impactful work at the Department of Sustainability and Environment in taking on the inaugural Chief Information Officer role for 12 months, and her contributions to BHP, where she worked across various transformation roles, including the delivery of an organisational-wide leadership development program, and leading the project office for the Next Generation Mining Program, are just some of her many achievements.

Geraldine pushed the boundaries from a young age. At 17, she became the youngest person in the Geelong Air Force Cadets to achieve a full pilot’s license, flying solo even before she could drive a car. Her legacy as a high achiever and a role model for women in IT continues to inspire many.

In 2018, Geraldine lost her battle against an aggressive form of cancer.

This year, we are pleased to congratulate Artur Goncalves, the recipient of the Geraldine Ambrose Memorial Prize 2024. In addition to his academic achievements, Artur’s interests also extend to leadership and social enterprise. He is a member of Swinburne’s Beta Alpha Psi international honour society, working to shape the next generation of business leaders; Swinburne’s Leadership Club, Swinlead, and the Entrepreneurship Club. Artur is also a Unite 2030 Youth Delegate and travelled to rural India as a Student Project Lead for the Swinburne ICT for Social Impact India tour to help local children learn much-needed digital literacy skills, exemplifying our Escient values of selflessness, courage, creativity, and empathy.

Congratulations, Artur. We are honoured to celebrate your achievements and see Geraldine’s legacy live on through your contributions.The post Honouring Geraldine Ambrose: Celebrating excellence in IT education appeared first on Escient.

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Ever witnessed a project launch with a bang, only to fizzle out with low adoption and frustrated stakeholders? It’s a common scenario – brilliant plans often fall short when the human element is neglected.

That’s where the magic of a collaborative project manager (PM) and change manager (CM) dream team comes in.

Imagine a project manager as the rocket engineer, meticulously calculating trajectories, mapping the course, and ensuring structural integrity. Now, picture the change manager as the mission specialist, preparing the crew, managing communications, and ensuring a smooth landing. Together, they fuel the project’s journey from launch to landing. By aligning efforts and recognising the importance of their combined expertise, they achieve a successful mission.

Here’s how this power duo elevates project success.

The trust factorFrom impeccable plans to mindful execution.

The PM tackles the “what”, “how” and “when” – clear objectives, timelines, and resource allocation. The CM tackles the “who” and “why” – understanding stakeholder needs, navigating push back, and fostering adoption. This combined approach ensures the project not only lifts off smoothly but also lands with a receptive audience.

But this successful collaboration hinges on a crucial element: trust.

A strong PM trusts the CM’s expertise in navigating the human side of change. This translates to vocally advocating for the CM’s skills and engagement with the business throughout the project. The PM acts as a champion, ensuring the CM has a seat at the table and their voice is heard.

Conversely, the CM respects the PM’s knowledge, experience and ability to bring the project to a successful conclusion. They collaborate on solutions and avoid public disagreements that could undermine the project’s success.

Stakeholders and sustainabilityA good CM anticipates and addresses potential crew concerns. By working hand-in-hand with the PM, they can proactively communicate mission updates, manage expectations, and ensure everyone feels valued throughout the journey. This leads to smoother transitions, higher morale, and ultimately, a more positive project experience for all involved.

The PM focuses on delivering the mission, but the CM focuses on ensuring the new ways of working becomes sustainable. They work together to develop long-term strategies for embedding new processes and behaviours. This ensures the mission’s benefits continue to be reaped long after the initial launch.

The power of collaboration: avoiding common pitfallsEven the dream team can hit a snag. Here are 3 common pitfalls to watch out for, and how to get things back on track.

 Silos of expertise  When the PM and CM operate in isolation, communication suffers. The project can become PM-driven, neglecting the human impact, or too CM-focused, potentially causing delays.

Solution – clear communication & shared goals.

Schedule regular joint meetings, establish clear communication channels, and ensure both PMs and CMs are aligned on project goals and stakeholder needs.

Underestimating change management Sometimes, change management is seen as an afterthought. This can lead to significant disruption and a rocky implementation phase.

Solution – early integration & advocacy.

Involve the CM from the project’s outset. The CM can advocate for the change within the project team and ensure it’s factored into the overall plan.

Conflicting priorities Disagreements over timelines or resource allocation can create tension.

Solution – collaborative problem-solving.

Open communication and a focus on the project’s overall success are key. Encourage both PMs and CMs to work together as a problem solving alliance to find solutions that address everyone’s concerns.

###### Here at Escient, we understand the power of this dynamic duo.

We have a team of highly skilled and experienced project and change managers who work collaboratively to ensure your projects not only meet their goals but also achieve lasting success.

Want to see a “Power Duo” in action? Contact us today to discuss how our team can help you navigate complex projects and achieve outstanding results.Contact us today The post Fueling project success: The PM-CM power duo appeared first on Escient.

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Our Graduate Program is aimed at fostering the next wave of Escient Consultants. We’re excited to kick off another amazing year and invite you to be part of it. Applications open July 22.Escient is thrilled to announce that applications for our 2025 Graduate Program will open on July 22. Now in its fourth year, the “Experience Everything” graduate program continues to go from strength to strength, offering new graduates a true development opportunity to build their knowledge across a broad variety of disciplines and shape their future careers in consulting.

Designed to cultivate skills and foster passions, the 12-month program provides full-time employment starting in February 2025. Graduates will be involved in meaningful client projects, receive formal training, and benefit from coaching by experienced consultants.

Nathan Ilić, a past program participant and current Escient Consultant, shared, “I’ve been exposed to great mentors at Escient, each providing me with an array of value, whether that be career insights, a simple run-down post-meeting or next steps support.”

Now mid-way through her graduate year, 2024 Graduate Consultant Mia Squire comments, “So far, the graduate program has been extremely supportive and quite fun! From various interactions with senior leaders, it’s become clear that our main objective this year is just to learn and slowly grow into our consulting careers.”

This year marks another step forward for the program, and we are excited to welcome new and diverse talent into our organisation.

Applications open on July 22. For more information and to apply, visit escient.com.au/careers.

Embrace the chance to experience everything with Escient.

About the Graduate Program

Starting in February 2025, our 12-month program is designed to launch you into the role of an Escient Consultant. You’ll dive into real-life, impactful projects alongside experienced Consultants and Escient clients, taking on invaluable hands-on experience across various consulting areas and skills. In this journey, we’ll support you in channeling your passion into your preferred areas.

You’ll also participate in a structured training curriculum focused on building the essential skills, knowledge, and capabilities that will set you up for success. Plus, you’ll join a supportive network of fellow graduates, learning and navigating the consulting world together.

Are you ready to launch your career in consulting? Applications open on July 22.Find out moreThe post Escient opens applications for 2025 Graduate Program: Experience Everything appeared first on Escient.

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We’ve all been there. You poured your heart into a project, and then… boom. A colleague slams the brakes with a “no” or a seemingly endless red pen. Or maybe you’re on the other side, delivering feedback that feels like it lands with a thud. It can leave you feeling overwhelmed, undervalued, or just plain confused.

Here’s the thing – these tough conversations are inevitable. But they don’t have to be relationship-wreckers. In fact, with a healthy dose of empathy and courage, you can transform them into opportunities for growth.

Here are a few things that I’ve popped into my tool belt along the way.

Seeing through their eyes Let’s consider it, your colleague who just critiqued your work might be facing their own whirlwind. Maybe they’re under pressure from a tight deadline, or perhaps your style doesn’t quite match their expectations.

Empathy means stepping outside your own perspective and trying to understand theirs. This can be as simple as mirroring their communication style – casual with casual, formal with formal. Even humour, when appropriate, can be a great way to break the ice and build rapport.

Think back to the conversation where your work was critiqued. Was there anything in the other person’s tone or body language that might hint at their underlying concerns? Empathy helps you bridge the gap and foster a genuine connection.

Asking questions, finding solutionsSometimes, the most challenging part is simply having the conversation. Digging a little deeper can be hugely beneficial. Maybe your colleague can’t quite pinpoint what’s missing from your project. That’s okay! Be brave, ask questions, and offer suggestions. You might be surprised at how a collaborative approach can lead to a breakthrough.

And remember, courage isn’t just about navigating criticism. It’s also about giving constructive feedback in a way that’s respectful and clear. Don’t be afraid to trust your gut instinct, but don’t be afraid to reach out for a second opinion either.

Bending, not breaking…Be like a tree – you may bend under strong winds, and you may even lose a branch or two, but with empathy and courage as your anchor, you’ll weather any storm the workplace throws your way. You will not break.

So, the next time you find yourself in a difficult conversation, remember – empathy and courage are your allies. They’ll help you navigate the whirlwind and emerge stronger than ever.

The post Staying grounded in strong winds: Harnessing courage and empathy in the workplace appeared first on Escient.

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Imagine this: a client hires a vendor to build a new system or software solution using Agile ways of working. The client expects quick delivery and a product that matches their needs.

…..But if there’s a lack of alignment and preparedness within the client organisation, trouble can loom.

Agile works best when everyone, both in the client’s organisation and the vendor’s team, is on the same page and committed to its principles. This isn’t just about talking agile but truly understanding and embracing its spirit of collaboration, adaptability, and iterative development.

Here are some key tips to consider:

Begin with a common understanding of requirements

One key to success in any client-vendor partnership is having a common understanding of requirements. While Agile embraces evolving needs, it’s essential to start with a clear foundation. Without this, changes can lead to confusion, delays, and rework. It’s also important to consider both functional and non-functional requirements, such as performance, security, and scalability. These aspects are just as important as functional features and help prevent rework and budget overruns.

Internal alignment matters

To make Agile work effectively, aligning your organisation in Agile practices and mindset is crucial. When teams embrace Agile together, progress accelerates and obstacles turn into opportunities. Ensuring everyone is on the same page with Agile methodologies and investing in training for teams can build a cohesive environment. Full alignment within the client’s organisation sets the stage for effective collaboration with the vendor.

Clarity of expectations and scope

Engaging vendors without a clear understanding of your needs or agile principles can lead to problems. In time and material engagements, a lack of client preparedness can result in prolonged timelines and increased costs. Vendors may not be incentivised to address inefficiencies promptly. In fixed-price engagements, misunderstandings about scope can strain relationships and lead to disagreements. Clients may feel certain requirements were always within the scope, while vendors may see them as new changes.

Mitigating risks

To navigate these risks, clients should approach agile engagements with diligence and foresight. Investing time in defining comprehensive requirements and fostering internal alignment is crucial. Selecting vendors committed to agile principles and ensuring all necessary Agile roles are filled can make a significant difference.

Communication is key

Effective communication is crucial for agile success. Maintaining open channels for regular feedback, clarifications, and updates throughout the development process helps prevent misunderstandings, ensures alignment, and enables timely course corrections.

Success in Agile client-vendor relationships hinges on alignment, preparedness, and holistic consideration of requirements.

Clients should be fully aligned in agile methodologies and prepared before engaging vendors. Investing in thorough requirements gathering, fostering a culture of collaboration and communication, and considering both functional and non-functional aspects of system development are key. Working with vendors dedicated to agile principles who can deliver iteratively and efficiently is also essential.

By focusing on these areas, clients and vendors can unlock the full potential of Agile and achieve successful outcomes together.

Set the foundations for successful agile partnerships with Escient.Get in touchThe post The blueprint for successful vendor partnerships appeared first on Escient.

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It’s been nearly 30 years since I watched my mum navigate the labyrinthine world of UK school leadership as a self-employed education consultant. Back then, she wasn’t just solving problems; she was an alchemist, transforming conflict into opportunities for growth.

Her secret ingredient? The art of effective confrontation.

Have you ever stared at a work email composing a “difficult conversation” message, then sighed and hit delete? We’ve all been there.

Confrontation, when done poorly, can feel like a social grenade – guaranteed to damage relationships and leave problems unresolved. Even the word “confrontation” gets us feeling uncomfortable!

But what if I told you that effective confrontation can be a powerful tool that YOU can use for growth and positive change? By learning to navigate discomfort and have constructive conversations, you can address challenges head-on, build stronger relationships, and create a more positive work environment (or personal life!).

Why effective confrontation mattersLet’s face it, avoiding confrontation often comes at a high cost. Unresolved issues fester, resentment builds, and progress stalls. But effective confrontation cuts through the tension. It allows you to communicate openly, address problems directly, and find solutions that benefit everyone.

The two faces of confrontation

Not all confrontations are created equal. Let’s break down the difference between the good, the bad, and the ugly:

Constructive confrontation: This approach is all about respect, empathy, and finding solutions. You focus on the issue at hand, not the person. Your goal is to collaborate and move forward together.
Destructive confrontation: This is the “social grenade” approach. It’s filled with blame, negativity, and power struggles. Instead of fostering understanding, it creates resentment and leaves everyone feeling worse off.

Before the conversation: preparation is key

Conquering discomfort starts before the conversation even begins. Here are some actionable steps to get you ready:

Choose your environment wisely: Pick a private, quiet space where you can both focus.
Know your enemy (just kidding – know your issue): Clearly define the problem you want to address.
Plan your approach: Outline your opening statement and desired outcomes.

The art of conversation The actual conversation is where the magic happens (or doesn’t). Here’s how to make it a success:

Be an active listener: Give the other person your full attention. Acknowledge their perspective and summarise what you hear.
Use “I” statements: Focus on how the situation makes you feel, not pointing fingers. For example, say “I feel frustrated when…” instead of “You always…”

Phrases for success: Here are some conversation starters to get you going:

“I’d like to talk about something that’s been on my mind…”
“I noticed that [behaviour], and it made me feel [feeling].”
“How can we work together to find a solution?”

Beyond the wordsRemember, communication isn’t just about words. Maintain eye contact, use an open body posture, and keep your tone professional.

Confrontation doesn’t have to be a battle. By approaching it with preparation, respect, and a focus on solutions, you can transform it into an opportunity for growth and positive change.

So, it seems the apple doesn’t fall far from the tree! I am currently supporting three different organisations to build these skills, so Mum, this one’s for you. Thank you for teaching me the power of clear communication, even in the face of discomfort. It’s a privilege to share this wisdom.

Talk to us about supporting you and your teams to navigate discomfort and build capability in the art of effective confrontation. Get in touch, we’d love to help.Contact us today The post Conquering discomfort: Mastering the art of effective confrontation appeared first on Escient.

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It’s been nearly 35 years since I watched my mum navigate the labyrinthine world of UK school leadership as a self-employed education consultant. Back then, she wasn’t just solving problems; she was an alchemist, transforming conflict into opportunities for growth.

Her secret ingredient? The art of effective confrontation.

Have you ever stared at a work email composing a “difficult conversation” message, then sighed and hit delete? We’ve all been there.

Confrontation, when done poorly, can feel like a social grenade – guaranteed to damage relationships and leave problems unresolved. Even the word “confrontation” gets us feeling uncomfortable!

The two faces of confrontation

Not all confrontations are created equal. Let’s break down the difference between the good, the bad, and the ugly:

Constructive confrontation: This approach is all about respect, empathy, and finding solutions. You focus on the issue at hand, not the person. Your goal is to collaborate and move forward together.
Destructive confrontation: This is the “social grenade” approach. It’s filled with blame, negativity, and power struggles. Instead of fostering understanding, it creates resentment and leaves everyone feeling worse off.

Before the conversation: preparation is key

Conquering discomfort starts before the conversation even begins. Here are some actionable steps to get you ready:

Choose your environment wisely: Pick a private, quiet space where you can both focus.
Know your enemy (just kidding – know your issue): Clearly define the problem you want to address.
Plan your approach: Outline your opening statement and desired outcomes.

The art of conversation The actual conversation is where the magic happens (or doesn’t). Here’s how to make it a success:

Be an active listener: Give the other person your full attention. Acknowledge their perspective and summarise what you hear.
Use “I” statements: Focus on how the situation makes you feel, not pointing fingers. For example, say “I feel frustrated when…” instead of “You always…”

Phrases for success: Here are some conversation starters to get you going:

“I’d like to talk about something that’s been on my mind…”

“I noticed that [behaviour], and it made me feel [feeling].”

“How can we work together to find a solution?”

Beyond the wordsRemember, communication isn’t just about words. Maintain eye contact, use an open body posture, and keep your tone professional.

Confrontation doesn’t have to be a battle. By approaching it with preparation, respect, and a focus on solutions, you can transform it into an opportunity for growth and positive change.

Talk to us about supporting you and your teams to navigate discomfort and build capability in the art of effective confrontation. Get in touch, we’d love to help. We’d love to hear from youContact us today The post Conquering discomfort: Mastering the art of effective confrontation appeared first on Escient.

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Escient proudly announces its official certification as a B Corp, marking its entrance into a global community of businesses dedicated to driving positive change and being a force for good. This certification reflects our commitment to upholding rigorous standards of social and environmental performance, transparency, and accountability in our daily operations. We are honoured to be acknowledged for our efforts.

B Corp, derived from ‘Benefit Corporation’, signifies our pledge to make a meaningful impact on our employees, clients, the community, and our organisational governance. Since our establishment in 2016, we have remained steadfast in our dedication to purpose-driven growth. Our vision – to help shape the future for organisations, people, and the planet – is further validated by achieving B Corp certification, underscoring our commitment to action.

Joining the ranks of over 850 certified B Corps in Australia and 8000 globally, we emphasise the values of transparency, accountability, inclusion, equity, and positive impact. Our certification signifies not just a milestone, but a continuous journey toward greater societal and environmental responsibility. And one that places people and planet ahead of profits.

I am incredibly proud of our achievement of being recognised as a certified B Corporation. This prestigious recognition not only demonstrates our commitment to social and environmental responsibility but also validates the hard work and dedication of our team. It’s a testament to our shared values and the positive impact we strive to create in the world.

Stephen Mabbs, Chief Executive Officer

Our B Corp certification is a journey, not a destination.

The comprehensive assessment across five impact areas: people, customers, community, environment, and governance was completed over a 2 year period and we are thrilled to announce our overall impact score of 90.1, surpassing the required standard with an impressive ten-point margin.

As we celebrate this achievement, we recognise that our work is ongoing. Recertification every three years highlights our commitment to ongoing improvement and sustainable progress.

We invite you to explore our impact results as we continue to evolve our organisation for sustained positive change.

Join us on our B Corp journey.

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Meet Tracy. Tracy is a continuous improvement officer in IT for a large utilities company. She initiated core digital skills training for her organisation after finding her colleagues frustrated by their abilities in Microsoft 365. And she realised there was a lot she didn’t know herself. “We were all using tools like Teams daily, but […]

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Hi, my name is Marina and I’m a design fiend. It’s tempting to cast design aside as something that’s mostly about aesthetics. Yet I am very much in the “design is not just what it looks like and feels like — design is how it works” camp (that’s a Steve Jobs quote, by the way). Thus, […]

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The artwork explained: This symbol represents Escient and its RAP Working Group communicating learnings and delivering RAP actions.Escient’s road to reconciliation has begun.

Over the past 15 months, we transformed a desire for action into a tangible and meaningful outcome with the endorsement of our inaugural Reconciliation Action Plan (RAP).

The journey was initiated by staff who are genuinely committed to reconciliation and felt compelled to drive sincere, proactive action at Escient. Our people are passionate about helping to shape the future. Building our RAP is a natural progression of this commitment and a way we can play an active role in driving positive change.

We set out to develop a RAP that was considered, sensitive and sustainable, and that would have a tangible impact within Escient, our communities, and First Nations peoples within our sphere of influence.

Our first step was to define our vision.The development of our vision for reconciliation was a considered process utilising conversation, collaboration and education. We immersed ourselves in our learning to better understand the cultural diversity of Aboriginal and Torres Strait Islander peoples and their languages, craft, storytelling, and traditions. With the expert guidance of Aboriginal Consultant and Artist, Maria Watson-Trudgett, we embraced the journey and grew through the experience. Maria, of the Wiradjuri people, became our mentor, teacher, collaborator, and ultimately, a member of the Escient family.

Through her beautiful and thoughtful artwork, Maria brought our reconciliation vision to life. ‘Positive Steps for Positive Change’ reflects Escient’s journey towards reconciliation and our desire to build and nurture respectful, reciprocal relationships with Aboriginal and Torres Strait Islander peoples, communities, and employees.

Positive Steps for Positive Change
Maria Watson-Trudgett, 2022The artwork has become our guiding light, our anchor to our mission and is a source of inspiration for the Escient team overall. It is proudly displayed in all Escient offices and serves as a vibrant, visual reminder of our reconciliation vision.

Our endorsed Reflect Reconciliation Action Plan is a courageous but sustainable plan that seeks to strengthen our relationships with Aboriginal and Torres Strait Islander peoples, our communities, and employees. It holds us accountable and brings transparency to our reconciliation efforts.

There are many people to thank. A village helped us accomplish this milestone.

Thank you Maria Watson-Trudgett whose cultural insights, creativity, and warmth guides us on this journey.

To our Escient RAP working group – our Executive Sponsor, Stephen Kovacs; Robyn Chandler, Amy Edwards, Paul Sharp, Jarrod McComas, and Amita Nair. Your passion and commitment has paved the way forward our organisation.

And to Landmark Studios and Tom Crosby, who developed one of the most beautiful RAP documents we have seen yet.

We are all incredibly proud of this milestone and look forward to the next stages of our reconciliation journey.Find out more###### About the authors

David Pink, Director

My involvement in the Escient RAP has been not only to start learning and understanding more through the actions we can take, but to begin a personal journey of knowing more about the oldest living culture, which every Australian should be proud of and celebrate.

Our Escient RAP enables me to be in a better position to empower my children’s understanding of Aboriginal and Torres Strait Islander peoples and diverse cultures. Together we can acknowledge and celebrate the contributions and achievements of all Aboriginal and Torres Strait Islander peoples.

Amy Edwards, Senior Consultant

Participating in the development of our RAP has provided a wonderful opportunity to further my understanding about the lands and diverse cultures of First Nations communities, both locally and across Australia.

Through these learnings, I can partake in reflective and honest conversations among colleagues and friends to encourage cultural awareness and celebrate the cultures, determination and resilience of Aboriginal and Torres Strait Islander peoples.

I look forward to further advancing and embedding our organisation’s reconciliation commitments to ensure they are impactful and sustainable.

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Escient Managing Director Victoria, Rebecca Campbell-Burns, explores the disability sector in Australia and the challenges and opportunities in delivering person-centric care. Together with Terry Symonds, CEO, Yooralla and disability advocate and owner of Ampathy, Resilience and Me, John Davey.

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Innovation is not just about introducing something new. Innovation is about a mindset and about passion. All of which the Escient team has oodles of. We proudly launched our sponsorship with Women in Innovation this week. Women in Innovation is a not-for-profit membership group that exists solely to support female innovators in South Australia. Across every sector, for all types of work, this is an inclusive community for innovative women who strive to make a difference.

We are thrilled to join them as proud champions for women in business, bureaucracy and boardrooms, in labs, studios, libraries and on the land and look forward to supporting the #womenininnovation awards in November.

Things kicked off in style at our Rulebreaker’s breakfast, on Tuesday 7th of March in Adelaide. It was an opportunity to celebrate International Women’s Day, and included a thought provoking, interactive panel discussion on making space for innovation.

Guests gained valuable insights and knowledge from Emma Cole, Innovation Manager SAPN, Kerrie Campbell, Director Imagination Corporation, Allys Todd, Founder of ValAi and WINN Alumni in a panel hosted by Susie Jones of Escient on how to make space for innovation, individually and at scale.

There was opportunity to ask questions and network with other rulebreakers and rebels who are also keen to leverage innovation to help build a better future.

At Escient we choose as sustainable future. We take mindful action, every day, to respect our environment and spark positive contributions towards a better tomorrow.

That means we avoid unnecessary waste, so no flyers, or paper handouts – instead this ‘digital goodie bag’ is our gift to our guests.

The Goodie Bag:###### Are you well equipped to effectively lead innovation?

A self assessment tool to help guide your development as an innovator and leader. Includes recommendations for growing your innovation capabilities

download here###### Boost your creativity in 10 days

Creative thinking is something we’re all capable of. And it’s a skill we can all improve with a bit of effort. Instructor Dave Birss has spent much of his career studying and applying creativity. He’s helped to lead the creative departments of some of the UK’s biggest ad agencies. And he’s conducted experiments to see what helps people come up with better ideas. In this LinkedIn Learning course, he shares his knowledge with you

check out the course###### International Women’s Day

Find out more, and how you can play a part in forging a gender equal future

learn more###### Rulebreaker’s breakfast guest list

If you missed chatting with someone on the day and would like to reach out, you can find their LinkedIn profile here

download here

A big thanks to all that took part!

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During my training as a Crew Leader with the NSW Rural Fire Service I was pleased at the similarities between being an Officer with NSW RFS and my day job as a Project Manager. I recognised that my skills in both areas complemented each other.

What? One job runs into fires and the other is done behind a desk on a computer. How can they have any commonality? We deliver Project Recovery, or as I like to call it Rescue services at Escient and it got me thinking about the synergies between my professional and personal life.

Know your scope:

As a Project Manager you need to understand the whole project. As an Officer, you need to know the entire scope of the incident; sometimes it may not be apparent at the initiation. All the assumptions, dependencies and interdependencies need to be assessed; A project business case may not cover the interdependency of another project that could result in a resource conflict. A fire in a barn might also be next to the shed in which fuel is stored. That changes your approach in both cases. If you don’t complete a risk assessment these details might be missed.

How do I ensure I don’t miss these details? I make sure I ask the right questions to gather the detail that isn’t obvious. We call it a 360 [degree]. ###### Check. Check.

Identify & mitigate the risks: ensure we have put in place the appropriate measures to prevent or minimise the impact of a potential issue. Co-ordinate the timing of your Go Live to avoid End of month as the risk of any bugs found in PROD may result in statements not being sent out on time. Managing the risk of your firefighter’s safety while they work on the incident, manage the risk of the members of the public and how they may be impacted by the incident. For example, keeping bystanders back the prescribed safe distance for the incident to mitigate the risk of any additional people being hurt.

Check. Check.

Issue resolution: Take the right steps to put the fire out. Ah ha! You knew this one was coming; many project managers describe their job as putting out fires all day. As the issues arise in your project, you must gather your understanding of the situation to determine the appropriate response. (Even the best Risk Assessment and Mitigation plan won’t stop them all!) The Testing Team’s access to the Test environment has been accidentally revoked? What’s the impact? Does it mean you need to log a ticket and wait for it to be resolved or do you need to log the ticket and immediately escalate to the highest manager available for urgent action?

The fire is only small and it’s about to rain? Or the fire is small, but an impending change in wind direction will take it from a 5m fire front to a 20m front, perpendicular to the current trajectory in 20 minutes. That’s the difference between logging the ticket and logging the ticket and escalating for immediate support.

Check. Check.

Resource management: Leveraging the strengths of your team to take on the tasks of the incident / project and achieve our goal.

Knowing your driver of 30 years’ experience doesn’t need to be told to park the truck close to the hydrant, not blocking access and facing the correct way to make a fast exit versus knowing they are a new driver and will need to be reminded of these criteria. Your Implementation Manager has 10 years of experience with deployments and has a tried-and-true Readiness checklist, versus the newer Implementation Manager that might benefit from some of your experience with Go Live’s and give them your own checklist (and maybe check they are confident with their progress).

Stakeholder Engagement: (No…Stop it!!!) A good officer knows how to engage with their team, the chain of command, other emergency services, the community and those involved in the incident to achieve the best outcome possible. A really good project manager knows that stakeholder engagement is key to driving effective deliverables and garnering support and endorsement for their project. Motivating your team to push towards that deadline for testing, even though the Go Live isn’t for months.

Do you know their pain points? How will the project help these pain points in particular?

The ambulance driver needs access to the scene, engaging them to share the best access point, or qualify this is what they need is just like working with the Operations Manager to ensure their team has access to the new system you need them to complete UAT testing on, but also checking that there aren’t any other gaps they need addressed.

Scheduling: Knowing that you need to secure a water source is on the critical path and must be kicked off on arrival on scene is surprisingly similar to knowing you have to submit the change freeze request for your Go Live 6 weeks in advance as that is the lead time to getting approval.

Budget management: (WHAT?!?) Firefighters don’t use money to put fires out?!?

Officers manage the budget of the resources you have allocated. I’ve got 3000L of water and the nearest water fill station / hydrant is 20 minutes’ drive. I manage my water consumption to cover the whole incident or plan for opportunities to refill.

Communication:

Communicating project status updates is about recognising the appropriate method and approach for the stakeholder you are communicating with. Is it critical that Fire Control knows that the fire is moving uphill at 20kmph and will result in a different asset being threatened? Yes. Is it critical that they know the level of water in you tank? Not so much (but it always depends). Knowing that information goes over the radio, versus sensitive information like potential clues for the arson investigator do not go over the radio.

Does the steering committee need to know that the developer had 2 days off because they fell ill after those questionable shrimp they ate gave them gastro? No, but it is important they understand the impact or delay those two unplanned days of leave had on the project and what we need to do to resolve or adapt to it. (But you never know if they will appreciate the tip to avoid that buffet!)

Handover to BAU / Close the project / Return to normalcy:

Once you’ve resolved the incident, the focus is returning to ‘normalcy’ as best as you can given the impact of the incident. With a project, once you’ve delivered, you return the business to its new normal (where have we heard that phrase before?)

Leading without authority:

The most important part of project management is that certain something special that you leverage to garner the respect and credibility to take people on the journey of the project and take on the work you are asking of them, or voluntarily follow you into a raging bushfire.

Lastly, it helps give me great perspective. While some issues that arise in your project may seem like a complete disaster and need immediate resolution, my years of emergency services management teaches me to remain calm, use a clear head, and work with the tools I have available knowing whether the dependency on my outcome really is life or death – or just feels like it.

—————————————————————————————————————

At Escient we have delivered over 50 project recoveries in the last six years since the company was founded. If you require a project recover, health check or post implementation review, we would love to connect.

About the authorJen Dolden is a Managing Consultant with Escient and a PMP & MSP certified Project Manager with over 20 years of operational experience in Insurance, Managed Services, Logistics, Retail, Training, IT and Government sectors.

Jen has rescued projects with time, quality and scope issues and turned them into success stories; by re-engaging stakeholders, establishing shared understanding about scope, identifying pain points and clarifying the root causes to the issues for the project, to achieve strategical objectives.

She is also a Deputy Captain with the NSW Rural Fire Service and National Emergency Medal recipient.

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For those playing at homeYou may have seen an article recently about finding Courage and Creativity in children’s books. Or not. It doesn’t matter. But in that article, I promised to tell another story about a children’s book on Selflessness and Empathy.

So here we go. This story is one of my go-to books for kids. It’s also a story about working in consulting. It’ll all come together, I promise.

Before we begin, I’ll apologise to consultants in general. I’m about to compare you to several animals in a children’s book. If it helps, I’m included in this group (I happen to be the Lion). But the good news is that you could be the Sheep. And trust me, you want to be the Sheep.

I should also apologise to clients. You’re about to be compared to a Bear. And a cranky one at that.

Many parents out there would have guessed by now that the subject of our lil’ book club session today is The Very Cranky Bear by Nick Bland. It’s a 2008 classic that spawned numerous sequels (the Bear gets Hungry, Itchy, Brave, Noisy, Sleepy and Super). But it’s the Cranky version we’re interested in today.

In the Jingle Jangle Jungle on a cold and rainy day, four little consultants found a perfect place to play…The setup for the story is simple enough. Four friends are looking for shelter from the rain to play their usual card game. Problem is, their cave of choice is inhabited by a large and (you guessed it) cranky Bear, who chases them back into the rain. Cue the consulting session.

Zebra is first to identify the problem;

“Maybe if we cheered him up, he’d let us come back in.”

She’s on the money, but unfortunately like many consultants, she figures that’s enough time on problem definition and jumps to a solution. And she pivots to her happy place. In the book it’s her fantastic stripes that always cheer her up, but I’ve amended her lines slightly to give it a consulting feel:

“’If I did not have Lean Process Improvement,’ said Zebra, ‘I’d be cranky too. We should give that bear some Lean, that’s what we should do!’”

Then it’s over to Moose, who has his own preference:
‘’Lean is silly,’ Moose complained, ‘especially on a bear. My Agile always cheers me up, let’s Scrum it up with bear!”

And then, of course, Lion chimes in:

’’No, no, no, no, no,’ said Lion, ‘Agile is a bore! Some Human-Centered Design,’ he said, ‘would cheer him up for sure.’”**

Boy, have I got a solution for you!So, they grab their workshopping tools to re-make Bear in their own images. And leave Sheep standing in the cold. See, it’s established at the start of the book that Sheep is plain. She doesn’t have any fancy tools like the other animals. So, she stands outside, fearing for her friends.

She doesn’t have to wait long. The three friends are chased back out by an even crankier Bear, who is looking more than a little ridiculous after their efforts.

As Bear returns to his cave, he lets out his frustration at Sheep, who happens to be closest:

“’All I really want,’ he said, ‘is a quiet place to SLEEP!’”

But Bear gives Sheep an important gift here. Feedback. And Sheep does something important. She listens. She taps into her Empathy to imagine what it feels like for Bear to crave sleep. And in doing so, she undertakes much better problem definition than her friends cared to attempt.

Then she acts. In a stunning display of Selflessness, she offers something to Bear that costs her significantly, but wins his gratitude. And secures a playing space for her friends.

The importance of being SheepNow, to practitioners of Lean, Agile or HCD who are still reading… I’m glad you made it this far as I poked fun at your (and my) professions. (I could have aimed at BABOK or Prosci, but there’s plenty of time to make more enemies). But my point is not that any of these disciplines are bad. It’s just that they only take you so far if you don’t have Selflessness and Empathy.

Empathy says to a client “I’ve faced a similar situation before, and I know how much it sucks.”

Selflessness says “I will put your interests before mine, to try to help you.”

Here at Escient, we believe Empathy and Selflessness (plus Courage and Creativity) help us become better consultants. We also find it makes for a great place to work.

So, if you’re a ‘Bear’ interested in how we help, check out our website and/or reach out to Melissa Jezioranski (SA), Michael Croker (VIC), Daryl Wearne (QLD) or Paul Garabedian (NSW) – or any other of your friendly local Escienters on LinkedIn.

If you’re a ‘Sheep’ interested in working with us, go straight to Nicole Galashchuk, who is still waiting in front of LinkedIn for more interested and interesting people to contact her. (She does other stuff too, it’s just that right now she’s waiting for your message).

Now. Enough with the children’s books. Next time I promise I’ll write about something different.

Probably.

About the authorMichael Quast is a Senior Consultant at Escient who, after studying law and a decade in Federal public service, launched a new career in consulting with Escient in 2019. He believes:

Creativity and design are more than just making things look nice. Good design requires empathy. Good design leads to a return on investment. Good design comes with innovation.

Innovation can be intentionally prodded. Innovation doesn’t always go exactly where you think it will. Innovation leaves ego at the door. Innovation means I am always learning.

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We are delighted to announce the promotion to Director of five of our most capable high performers.

Through a rigorous process, the successful candidates have demonstrated consistent leadership and client delivery at the highest level, whilst contributing to the fabric and culture at Escient through their lived values of Selflessness, Courage and Creativity.

One of their most important roles will now be to nurture and develop their teams, guiding them towards also becoming top performers and future leaders.

We are thrilled with the opportunity to recognise the extraordinary achievements of these five Principal Consultants through promotion to Director. I congratulate them all and welcome them to the national leadership team. I’m excited and look forward to working alongside them in their new capacity as senior leaders in our organisation.

Stephen Mabbs, CEO

Congratulations to our new Directors – we look forward to seeing you continue to shine in your new roles!

Allison Campbell

Danielle Conroy

Robyn Chandler

Sophie Dodd

Sophie Elms

If you are interested in a career at Escient please explore our Career pages and current job vacancies.

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Maitri Rajput joins Escient’s Graduate program in 2023.As with many people articles there is a backstory and moments of serendipity which sends them down the path of success. I know some people will disagree, suggesting success comes from strategy and hard work. I am not suggesting it’s not – just sometimes, there is some fairy dust. This is Maitri’s story.

I joined Escient in June 2021. I thought the organisation was a good fit for me – the role in Business Services was an admin role and there was potentially a pathway into a BA role in a company that was doing what I wanted to do. My thoughts were confirmed, it was a good fit for me, the people, friendships, flexibility and how they supported each other was encouraging. I was able to work part-time and complete my master’s degree effectively.

I grew up in Western India. I was raised by my maternal Grandmother who is the major contributor to my personal values. My parents were also big influencers and raised me to be a strong and out-spoken person.

After completing high school, I migrated to Australia for my tertiary education with hope and the motivation to develop a solid professional career. Due to my interest in technology and the way it’s transforming human lives, I was beyond excited to have completed my Bachelor’s degree in Information Technology, from Victoria University, Sydney. However, there was still a desire to find a role that integrated business and technology. So, I enrolled for my Master’s degree at Torrens University Australia in Business Information Systems, Adelaide.

“A career in Technology is right for me as I could see the benefits for making our lives simpler and easier. My family ran small businesses, so I had a good grounding in business values & IT.”

Moving to Adelaide was a tough call as I knew no-one! Sydney had been chaotic, and Adelaide was so different. I was also the youngest employee at Escient. I had to adapt – but I trusted myself and the journey that had pushed me so far.

After I joined Escient they started a new graduate program, an opportunity that wasn’t available when I started. As I approached the end of my Master’s degree, I started looking for graduate role opportunities. Escient’s program was an option but was about to close its applications. I was highly interested in continuing to work for my current employer, so I shared this thought with my manager Kristy Jackson. She was so supportive and understanding that I felt totally confident with my decision to apply for the program. An initial interview with the P&C team determined I was a good cultural fit for the program. Everyone involved in the program was really supportive even though I was overseas at the time of my interviews. Everything went really smoothly.

I am thrilled to be part of the Escient’s Graduate Consultant 2023 intake and progress my career with them. Excellent, creative, courageous yet empathetic people are essential to me and knowing they are there to reach out to and create a safe environment for me, is comforting.

What do I want from this opportunity? I want to strive in bringing positive and impactful change within organisations.

“Learning and Experience is really important in my life – as essential as encouragement and teamwork which I think I have found it here.”

Maitri Rajput, Graduate

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Read this book every night and it will change your life!It might sound like clickbait, but the above is just a note from my present self to my past self. It’s not even advice. It’s just a fact. So, read the book, don’t read the book – it’s up to you. But this is what happened.

Back in late 2018 I was at a crossroads. I had reached the end of the line in the job I had. I knew it. The only problem was, I didn’t have a good plan for what to do next. So, I did what most people do and spent maybe too much time on Seek.com, looking for something I was qualified enough to land. And none of my realistic options were particularly inspiring.

There was this one company that looked kind of intriguing. It was a digital and business consultancy with three core values: Selfless, Courageous and Creative. In time it would add Empathy to the list.

Curious. But it didn’t look like it was for me. I had no qualifications or experience related to consulting. I didn’t even really understand what they did. So, I shelved it and kept looking elsewhere.

Not that book againThat might have been the end of the story. If not for my son’s fixation with a particular book.

That book was ‘The Lion Inside’ by Rachel Bright, illustrated by Jim Field. Yes, that’s right. The book that changed my life was a children’s book. That my son requested. Every. Night. For three months.

Any book repeated that much can start to get, well, a little tiring. Though I did like the message.

In short, the book is about a mouse who gets overlooked for everything. Or sat on. Or stepped on. Until he decides to become like the lion who lives on the pile of rocks above his house by learning to produce a bone-shattering ROAR. The only thing is, the lion who can teach him this skill is a little carnivorous.

Clearly, the main theme of the book is Courage. That much is clear from the lines that slowly became mantras for me, like:

“It felt like the scariest thing he could do… But if you want things to change, you first have to change YOU.”

But there’s a subtext of Creativity here, too. Without spoiling the ending, the mouse does get to the top of the rock, but things don’t go exactly as planned. And to be creative, you need to be open to things not going quite how you planned. And figure out how to make it work anyway.

Things fall apartBack to the job hunt. Bolstered by my new-found life coach – the mouse from the book – I crafted the best cover letter I could muster and logged on to submit my job application. And hit a dead end. I had missed the deadline.

It felt like I’d gathered so much courage just to write that cover letter that this couldn’t be the end of the story. So, I got a little bit creative. I found that although the jobs for Adelaide had closed, the Sydney jobs were still open. I submitted my application through the Sydney job form. And then promptly wrote a plea through the web enquiry form for the People and Culture manager to please consider my application for Adelaide, even though I had no right to be considered having missed the deadline.

If that wasn’t enough, I decided to go even bolder (cheered on by my mouse) and message the CEO of the company directly. If I read back the message I sent today, I would probably either laugh or cringe. But back then I had nothing to lose and a lot to gain.

“It was time to be strong, take a chance… after all, Forever was such a long time to feel small.”

At this point I figured I’d done all I could. If it ended there, so be it. At least I’d put myself out there.

But it didn’t end there. I got a call from the People and Culture Manager. I got an interview. And a second. And a third. I made plenty of mistakes along the way and it was right out of my comfort zone, but at last I landed a job with the Selfless, Courageous, Creative and Empathetic people at Escient, the best place I’ve ever worked.

Be the MouseSo, what does this mean for you? Well, just that you should have a go. Put yourself out there. Find 20 seconds of Courage when you need it. And if things don’t go exactly as you planned, grab 20 seconds of Creativity and figure out a way forward.

And if you’re curious about working at Escient, get in touch with our great People & Culture Team today, like Nicole Galashchuk, who’s watching LinkedIn right now waiting for you to message her.

As for Selflessness and Empathy? That’s another story. I mean, literally it’s another children’s book.

Which I’ll write about next time.

About the authorMichael Quast is a Senior Consultant at Escient who, after studying law and a decade in Federal public service, launched a new career in consulting with Escient in 2019. He believes:

Creativity and design are more than just making things look nice. Good design requires empathy. Good design leads to a return on investment. Good design comes with innovation.

Innovation can be intentionally prodded. Innovation doesn’t always go exactly where you think it will. Innovation leaves ego at the door. Innovation means I am always learning.

The post ‘Tis the Season to make life changes: Finding courage and creativity. appeared first on Escient.

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Escient’s story is unique and one which is loved by our team. We want to share that with you.

Find out how we work with our clients to provide better experiences and better results by using our expertise to meet your purpose.

The post Hi! We are Escient. appeared first on Escient.

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Listen to Rebecca Campbell-Burns as she talks to the co-founders of #TechDiversity, Deirdre Diamonte and Claire Marriott, about their backgrounds and motivation for starting #TechDiversity.

The post The Escient View: Sustainable Practices and the Circular Economy appeared first on Escient.

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Rebecca Campbell-Burns, Managing Director Victoria shares why Escient values our work with the Not-for-profit sector.

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Online education in Australia was on the rise long before the COVID-19 pandemic forced tertiary institutes worldwide to adapt and accelerate its adoption. Improvements in technology have facilitated a greater scope of content that could be drawn upon and presented to students free of geographic restrictions. With the potential to reach almost every corner of […]

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When Kathy announced she was retiring we were not surprised but that did not curb the feeling of loss. Kathy has been with Escient from the beginning and is highly valued by her colleagues as well as her clients. She has had an extraordinary career and life and we wanted to celebrate that in this […]

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I was excited to join Escient in August 2021. The company is new and growing and I knew there would be many opportunities to leverage and extend my experience in Delivery and Project Management whilst providing a path to leadership roles. Inclusion and Diversity for a better life. One of my passions is Inclusion and […]

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On World Mental Health Day 2022 Escient joined with the Black Dog Insititute in bringing awareness to the prominent issue society is facing today. Escient Senior Consultant, Ben Chiu and CEO Stephen Mabbs joined the event in Sydney. Tas Cassim, Head of Partnerships at the Black Dog Institute MCed the event and provided a warm […]

The post Escient and the Black Dog Institute partnering to tackle workplace mental health. appeared first on Escient.

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Participate in our 2022 survey to contribute to our 2023 insights. There are many activities we are proud at Escient. One of our major achievements is our annual #PMO#survey which has been surfacing PMO opinions, successes, challenges and expectations for the future, for the past five years. Our #2022 PMO Survey has launched, and we are inviting our […]

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It was a great day when Tinka came back to Escient. When I originally found Escient it was at 1am in the morning. I had decided I needed to move on from contract work and knew I wanted a work family. Escient’s ad for a consultant immediately jumped out at me due to its language […]

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

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Harry Paradice shares his experience as a 2022 Graduate with Escient in a short video. If you are interested in applying for a Graduate position with Escient please reach out through our Contact Us pages.

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2022 Graduate Nathan Ilic shares his experience as a Graduate with Escient in a short video. If you are interested in applying for a Graduate position with Escient please reach out through our Contact Us pages.

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

The post A casestudy: Digital transformation in education appeared first on Escient.

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

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Although @Escient have a capability in Coaching we are not relationship therapists. However, we do know what a great Partnership looks like. 4 years ago we started working with @Pernix and as we have both grown we have deepened that relationship and learned to team effectively and efficiently – almost symbiotically!

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

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The post Pernix and Escient partnership: Better Experiences. Better Results appeared first on Escient.

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Listen to Rebecca Campbell-Burns as she talks to the co-founders of #TechDiversity, Deirdre Diamonte and Claire Marriott, about their backgrounds and motivation for starting #TechDiversity.

The post Greater Western Water: Delivering water sustainably and affordably in a period of growth appeared first on Escient.

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Escient Consultant, Genevieve Cavagnah discusses why aged care workers should have our respect as highly resilient employees. The recent Federal election confirmed that aged care remains solidly in focus for many Australians. There is much needed discussion on areas such as funding, systems, and quality of care. In amongst these discussions however there is a […]

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

The post A personal journey to residential aged care. appeared first on Escient.

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Escient Managing Consultant, Kylie, explores why Psycho-social safety is particularly important in Aged Care homes.

The post Reconciliation in Action appeared first on Escient.

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

The post What is Leadership without Integrity? appeared first on Escient.

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For the second year running, Escient is proud to be recognised as a Winner for Employer of Choice in The Australian Business Awards.

The post Escient recognised as employer of choice second year running appeared first on Escient.

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Escient is delighted to announce its partnership with the Black Dog Institute to support their aim of creating a mentally healthier world for everyone.

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Escient CEO, Stephen Mabbs, talks to Greg McGarvie, MD of ACE Electric Vehicle Group about the leadership, vision, innovation and tenacity required to start up a new electric vehicle manufacturing business in Australia.

The post Manufacturing Australia’s first and most affordable electric vehicle appeared first on Escient.

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Escient CEO, Stephen Mabbs, talks to Ian Bailey, MD of Kmart Australia & NZ about how the COVID-19 pandemic affected retail in Australia.

The post How Kmart adapted to meet the challenge of COVID appeared first on Escient.

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Listen to Rebecca Campbell-Burns as she talks to the co-founders of #TechDiversity, Deirdre Diamonte and Claire Marriott, about their backgrounds and motivation for starting #TechDiversity.

The post Creating the #techdiversity industry alliance appeared first on Escient.

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Watch our webinar where PMO experts discuss the challenges PMOs face and the 4 key things all PMOs must deliver in 2021.

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In this episode, our CEO, Stephen Mabbs, talks with Andy McCarthy, CEO of RACV Solar and passionate advocate for renewable energy. Andy describes how he started and grew his business, challenges faced along the way and how becoming part of a larger organisation has unlocked growth opportunities.

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Learn the 4 critical functions PMOs must perform to help organisations evolve into better, stronger and more sustainable businesses in 2021.

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In this episode, our Victorian MD, Rebecca Campbell-Burns talks with social entrepreneur, Rob Rees, CEO of Cultivating Community.

The post The social enterprise creating healthy communities through public housing gardens appeared first on Escient.

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Worldwide spending on IT is projected to be US$3.5 trillion in 2020, according to the latest forecast from Gartner, Inc. If we generously assume 90 percent of that spend is on business-as-usual, and only 10 percent is allocated to projects, the global IT projects budgets for 2020 is approximately US$350 billion.

That’s a lot of money in anyone’s language. Yet the same research shows spend has actually decreased 7 percent in 2020, which means CIOs face increasing pressure to successfully deliver projects with less money. This, coupled with the need for businesses to make a successful post-COVID recovery, means businesses can’t afford projects to fail.

Research from the Project Management Institute’s Pulse of the Profession 2018 suggests that 10 cents in every project dollar is wasted on poor project performance. Reasons include:

Organizations fail to bridge the gap between strategy design and delivery.
Executives don’t recognize that strategy is delivered through projects.
The essential importance of project management as the driver of an organisation’s strategy isn’t fully realised.

Escient CEO, Stephen Mabbs, says successful projects are the critical link between strategy design and delivery.

“What senior executives must realise is that strategy is just ink on paper if project execution fails,” said Mabbs.

Watermelon projects hard to spot With so many moving parts, competing priorities, stakeholder interests, deadlines, media scrutiny and tight budgets, glitches in large and complex programs of work are almost inevitable. Problems often lurk in the grey areas of the project making them difficult for project sponsors to see. In fact, Pulse of the Profession 2018 says 31% of project fail to meet the original goals and business intent of the project.

Mabbs says while roadblocks in major projects are common, it’s not always easy for project sponsors to get a clear picture on what’s causing the problems.

“These projects are what we call watermelons, because they look green on the outside but they are actually red on the inside. Often, a project sponsor will be told the project is on track but their experience and gut instinct tells them it’s not,” said Mabbs.

The best…and the rest The difference between high performing companies and the rest is significant. High performing companies waste 21 times less money than underperformers (Pulse of the Profession 2018). Often, the difference between a “champion” and an underperformer is spotting the watermelon project early before valuable resources are wasted and the project is too far gone to recover.

This can be done via a project health check, or as we call it a Rapid Project Review, which looks at 9 key dimensions of the project. With a focus on ensuring project success rather than finding fault, the review looks at the dimensions that are crucial to project performance, and ultimately, a successful delivery.

There are many triggers for a project review. Often, it starts with just a feeling the project isn’t going 100% to plan or that the reported status does not reflect the true state. Or, there may be more obvious signs, like budget overruns or conflict between project team members or stakeholders. A Rapid Project Review provides clarity on problem areas whenever there’s uncertainty about the successful delivery of the project.

World Vision International – a real life case study To foster a deeper connection with sponsors, World Vision initiated the Leapfrog program to deliver a more frequent, mobile-friendly experience. With richer content connecting children and their communities with their sponsors, Leapfrog represents the next generation sponsor experience.

This ambitious project, envisioned by the global marketing team, was comprehensive in terms of scope and scale, with stakeholders spanning World Vision’s global offices and representing all areas of the organisation.

Six months into the program, Child Sponsorship, Marketing & Engagement Senior Director, Jim Goddard, felt the project was lagging.

“I had a sense there were things we could be doing better,” said Jim.

This prompted a meeting with the CIO and together, they agreed to a rapid project review to determine the best way forward. Having helped World Vision to deliver other projects successfully, Escient was invited to do the review.

Applying Escient’s tried and tested framework, Escient Director, Michael Panosh, reviewed the Leapfrog project, capturing the current state, discussing challenges with participants, and providing pragmatic steps the project sponsors could take to achieve better outcomes.

The cost of poor project performance is more than just money wasted on one project. Failure to deliver on projects diminishes confidence, long-term growth and performance, and that’s too high a price to pay. Sources:

Gartner Says Worldwide IT Spending to Decline 7.3% in 2020
Pulse of the Profession 2018

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Escient: Recent Episodes

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Love 💜

Respect 💙

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Escient’s Change Capability Assessment is a deep dive into your organisation’s capability to manage change effectively – it can help you to invest wisely.

Interested in joining our team? Check out our Careers page to learn more.

Begin with a common understanding of requirements

Internal alignment matters

Clarity of expectations and scope

Mitigating risks

Communication is key

Her secret ingredient? The art of effective confrontation.

The two faces of confrontation

Before the conversation: preparation is key

Our B Corp certification is a journey, not a destination.

Join us on our B Corp journey.

Know your scope:

Check. Check.

Check. Check.

Communication:

Handover to BAU / Close the project / Return to normalcy:

Leading without authority: