Naheed is a senior change consultant with 15+ years’ experience leading organisational, business, regulatory and culture change in complex and challenging settings.
Naheed has worked with a diverse range of clients in the Defence, Security, Higher Education, Pharma and Commercial sectors on Change and Transformation Programmes. She has significant experience of leading transformation using methodologies such as PRINCE2, Agile, Lean and Prosci's ADKAR model. This includes end to end Change Management of multi-million-pound programmes as well as highly specialised assignments as an engagement lead, influencing, managing and motivating resistant stakeholders to accept and embrace change.
Naheed has a Master’s Degree in International Liaison and Communication from the University of Westminster and holds ILM Leadership and Management and Prince2 Practitioner certification. She also speaks several languages, which she has used in her many global assignments.
Previous roles include as a Senior Business Management Consultant with Capgemini and a Culture Change Consultant with the Defense Academy of the United Kingdom. She was also Change and Cultural Advisor within the HM Armed Forces, serving for over 13 years. As a Freelance Specialist in organisational change and transformation, Naheed has been a Change Project Manager for a £100m Estates Transformation Programme, contracted to the MoD and the (US) DoD as the primary cultural advisor and linguist to the International Security Assistance Forces in locations such as Afghanistan.
She has worked for Secure government clients and private sector clients, including being the Global OCM Team Lead for a Global Business Change programme for a manufacturing client.
In her current role as Global OCM Team lead with Reckitt, Naheed manages a globally dispersed OCM team and the development of a 150+ strong network of Super Users and Change Agents across the globe. (Reckitt are a global manufacturing group who’s brands include: Durex, Dettol, Enfamil, Nurofen, Strepsils, Gaviscon, Mucinex, Nutramigen, Lysol, Harpic, Cillit Bang, Finish and Vanish.)
ABOUT THE SESSION
During her session, Naheed will draw on the case study: “Reckitt: Product Lifecycle Management – Business Transformation Programme (Digital Initiatives Focus)” from her role: Global Organisational Change Management (OCM) Lead at Reckitt
Naheed's role is responsible for building an ecosystem for Reckitt that improves communications and encourages collaboration on the above digital initiative, and for Reckitts' global roll out of this initiative.
Countries Reckitt have deployed the solution to so far are UK, Thailand, China, Latin America and they are currently in process of deploying to Europe, Africa, Asia and AsiaPac. Naheed travels internationally for her work and manages remote teams from the UK including management of Reckitt staff based in USA, Thailand and China and the UK.
THE CASE STUDY
Naheed's presentation will include:
An overview of the initiative "Reckitt: Product Lifecycle Management – Business Transformation Programme (Digital Initiatives Focus)" i.e., Who it was instigated by and why. The main objectives and where it is taking place/being rolled out.
A description of the main digital initiatives, strategy and technology that were used to plan, build and maintain the ecosystem at Reckitt. Including:
empowering and collaborating with others to build the system (lifting the Reckitt community to its potential);
multiple roles of the ecosystem builder at Reckitt (Reckitt's ecosystem architects, champions, advocates, facilitators, persuaders, enforcers, storytellers);
how their are based on human relationships ensuring digital processes foster and support those relationships at Reckitt
Pertaining to Reckitt digital transformation project and the growth of their ecosystem: What went right? Which goals were met? What were the challenges?
Key learnings from the initiative, for Reckitt as the organisation, for Naheed personally
ABOUT GROWING ECOSYSTEMS
Many communities within an organisation have the elements of an ecosystem, but they remain disconnected. Their networks may be small, siloed, or fragmented.
When such gaps exist, leaders consider the whole ecosystem and aim to enhance each of its elements and create connectivity and mutually beneficial support frameworks– in effect, becoming “ecosystem builders”.
How can you use digital initiatives and technology to support the growth of a vibrant ecosystem?
Learn to empower and collaborate with others to build the system – lift the community to achieve its potential
The multiple roles of the ecosystem builder - system architect, champion, advocate, facilitator, persuader, enforcer, storyteller.
Ecosystems are based at their heart on human relationships – ensuring your digital processes foster and support those relationships