Systra CEO Alana Newbrook has witnessed firsthand the transformative power of effective change management in today’s rapidly evolving workplace.
Throughout my career, I have seen organisations thrive or struggle based on their ability to adapt to new challenges and opportunities. In an increasingly complex and fast-paced business environment, the capacity to lead through change has become an essential skill for leaders across all industries.
One of the most significant shifts in recent years has been the impact of technology on the way we work. From automation to artificial intelligence, technological advancements have revolutionised the workplace, requiring employees to continuously adapt and upskill.
As we look to the future, this trend will only accelerate, making it imperative for organisations to foster a culture of continuous learning and growth.
The COVID-19 pandemic has further catalysed the transition towards remote and hybrid work models, forcing companies to quickly adopt new methods of collaboration and communication.
While these changes have brought benefits such as increased flexibility, they have also highlighted the importance of striking the right balance between virtual work and in-person interactions.
In the engineering profession, where tackling complex challenges often requires face-to-face collaboration, it is crucial that we find ways to cultivate a hybrid work environment that leverages the best of both worlds.
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Striking a gender balance
At Systra, we have taken a holistic approach to address the challenge of creating a gender-balanced workforce. We recognise that there are not enough people, particularly women, entering STEM fields in tertiary education.
To address this, we have focused on engaging with school-age girls to spark their interest in STEM subjects and change their perception of what an engineer does. We have also collaborated with universities to support engineering societies and provide guest lectures, ensuring that we put relatable role models in front of students.
Attracting diverse talent into the rail industry is another key focus for us. We have worked to change the perception that rail is a heavy, dirty and old-fashioned industry, highlighting the exciting technological advancements and opportunities for innovation.
We have also implemented mentoring and championing programs to support the growth and development of our female employees. By demonstrating that the rail industry is an inclusive and dynamic field with ample opportunities for career growth, we aim to attract a more diverse pool of talent, particularly women, who may have previously overlooked rail as a potential career path.
To grow our pipeline of female leaders, we have focused on respecting different pathways and definitions of career success. We recognise that not everyone aspires to the same roles or positions, and we have worked to provide appropriate support and opportunities for development.
We have also made a conscious effort to showcase real women and their stories, championing and celebrating their achievements.
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A business imperative
Personally, I have been involved in organisations such as the Tech Girls Movement Foundation, encouraging coding for young girls in school and thus helping shape their perception of what an engineer does at an early age.
Internally at Systra, we have set a gender diversity target of 50/50, which forms the basis of our strategy. We have implemented a range of initiatives, including balanced interview panels, DEI education, a fully flexible workplace, parental leave benefits, pay equity reviews and mentoring programs.
We have also expanded our focus beyond gender to encompass a broader view of diversity and inclusion, with executive leadership team members championing areas such as pride in diversity, reconciliation action plans, early careers and neurodiversity.
As leaders, it is our responsibility to bring these conversations to the fore and create an environment where everyone feels valued, respected and empowered to bring their whole selves to work. Change management is no longer a nice-to-have skill; it’s a business imperative.
As the workplace continues to evolve at an unprecedented pace, driven by technological advancements, shifting demographics and global disruptions, leaders must be proactive in anticipating and managing change.
At Systra, we have embraced change management as a core leadership competency, recognising that our ability to adapt and evolve is essential to our long-term success. By taking a holistic approach to diversity and inclusion, we have not only attracted and retained top talent but also positioned ourselves to navigate the complex challenges of the future.
I encourage all leaders to prioritise change management and diversity and inclusion initiatives as essential components of their business strategy. By doing so, we can not only build more successful and resilient organisations but also make a lasting impact on our industries and society as a whole.
Let us embrace the challenges and opportunities of the changing workplace and work together to create a brighter, more inclusive future for all.