Rebecca Chenery
A key way in which the company ’ s management team drove this change in working culture was through the creation of a new co-working space , The Hub , which Chenery says “ provides a place for people to meet , eat , work and host visitors — to use as they see fit .” The notion of a shared , multi-purpose space was new for Watercare . It was an initial signal that the culture was changing into more of a creative environment , led by new ideas and collaborative working . Additionally , Watercare placed key leaders through a tailored leadership programme , and provided staff with Agile Fundamentals and Design Thinking training and on-the-job learning . This has ensured that employees are poised for greater success moving forward by creating an agile mindset that encourages thinking openly , solving problems differently , and greater collaboration .
“ We have seen a big shift in how teams have removed functional barriers , found a common goal and pooled efforts in the same direction – these new attitudes and skills in working inside and across teams has been fundamental ,” says Johnston .
“ The Strategic Transformation Programme gave the foundation for three aspirational outcomes ,” says de Quaasteniet . “ These are : that the customer can do everything for themselves wherever they are , in a single
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Rebecca Chenery
EXECUTIVE PROFILE As Watercare ’ s Chief Digital Officer , Rebecca Chenery is responsible for leading all technology aspects of the business along with Watercare ’ s business transformation programme . She has many years of experience in leading teams to deliver exceptional business outcomes across the financial services , telecommunications and water industries in New Zealand and overseas . anz . businesschief . com