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Project Manager : Project Manager Oct Nov 2012
Teamwork: The success of the Bupa brand project is a result of everyone involved working together. At the core of the change process was the acronym ACT: ambitious, courageous, teamwork. "Only business-wide teamwork makes such a large change possible," Engel says. Key successes As a result of the process Bupa is now more e cient, more accessible and more member-centric. e program also allowed the business to improve its relationships with its partners and its suite of products and ser vices. Behind the scenes, the focus was on preparing sta for the change and aligning processes. e program also involved detailed brie ng sessions with key stakeholders such as government bodies, regulators, service providers, the market and the media. e key success is the shift in the relationship between Bupa and consumers. All of the awareness benchmarks were achived, with the brand now recognised by 86 per cent of the sur veyed public (up from just 19 per cent before the project). " e real success story," explained managing director Richard Bowden in Bupa's 2011 Annual Review, "is the way that the one brand has enabled all of us to explore what it means to be a healthcare partner." Challenges Of course, making the biggest brand change in Australia in the past 10 years and the biggest brand change ever in Australia's healthcare sector was not without its challenges. Central to this was not to undermine the con dence of 3.1 million existing customers during the rebrand. But internally, the major test was to manage the impact of the change across the breadth of Bupa's business, including human resources, customer service, group development, sales, nance, health and bene ts, and information technology. e idea was to avoid impacting the day-to-day work of everyone. e solution, of course, was making sure everyone was sold on the change. "We had to engage people to ensure they delivered on their healthcare partner goals," says Engel. People power Certainly, change cannot be realised without full engagement of the people behind the brand. So Bupa treated the impact the re-brand would have on its sta with the same importance as the impact on the customer. Strong program leadership, appointing people with the right behaviours to the change program, embedding a change mindset in the business and ensuring everyone worked as a team to drive the change across the business were fundamental. "I'm proud of the way the team pulled together and pulled the rest of the business together to lead the change throughout the business. We worked with 20 Project Manager PROJECT MANAGEMENT ACHIEVEMENT AWARDS 2012
Project Manager Aug Sept 2012
Project Manager Dec Jan 2013