Lisa has spent over 20 years working in strategy, innovation, change, and transformation for some of the world’s largest organisations. She started in law and traditional consulting firms, where she developed strong mediation and negotiation skills. As a consultant, she has worked with a range of clients including ANZ Bank, SA Power Network, Sydney Children’s Hospitals Network, the NSW Department of Education, FaCS, the Ministry of Health, and CBA. She recently played a crucial role providing strategic advice on engagement and culture change for the global CFO and COO leadership teams at UBS. Lisa helps clients consider problems from different angles and create a strong case for change.
WE HELP LEADERS ALIGN
AND ACCELERATE DECISIONS
UNIVERSITY OF TECHNOLOGY SYDNEY
How can we intelligently connect the overlapping and disparate objectives of a multi-faceted business?
Known globally for its theory-meets-practice teaching style and innovative research hubs, the University of Technology Sydney (UTS) ranks as the highest performing university in Australia—and the eighth highest university in the world—under 50 years old.
In 2017, when Roy Green was Dean of the Business School, the institution’s leadership team became increasingly aware they had become a victim of their own success. With many overlapping and disconnected initiatives delivering courses and partnerships in innovation and entrepreneurship, the Vice Chancellor invited Green to undertake a university-wide stocktake of all relevant activities. Pivot was invited to partner with him to deliver this audit.
Pivot interviewed over 30 key stakeholders across the university’s leadership team, including Deans, Deputy Vice-Chancellors, and Heads of Programs or Units. The strategic consultants then ran key stakeholder engagement workshops to discuss how the strategy and structure underpinning UTS’s innovation and entrepreneurship ecosystem could be developed to create better coordination and connectivity.
Audit UTS’s university-wide Innovation & Entrepreneurship Strategy and clarify exactly “where they play” so the university could better focus their programs and partnerships.
The Vice Chancellor received and acted on the 10 recommendations we made in our final report, creating a new leadership structure and aligning innovation and entrepreneurship activities and measures across the university.
We visualised UTS’s innovation and entrepreneurship value chain as an ecosystem, zeroing in on their core activities so that every leader and stakeholder had a shared model and language to discuss and share UTS’s strategic priorities.