Alistair Lloyd

Article: Developing Talent in Shared Service Teams


Back in the early days of our MBA studies, fellow alum Brendan Moloney asked me to pen an article for his growing organisation, darlo.

An archived PDF copy of the article is found at THIS LINK.

Article: Avengers Assemble! Why senior superheros should fight together.


My first article for CIO of the Future, drawing up experience in banding together with other corporate leaders to bring about meaningful and sustainable change in an organisation

Original article on Ross Dawson’s site at THIS LINK

or, download a PDF at THIS LINK.

Article: 5 Tactics to Deliver More by Doing Less (and Doing it Better)


Another article from the CIO of the Future archives, this one about delivering efficiencies by leveraging what you have. Especially useful in times of tight budgets and slow growth.

Article on Ross Dawson’s site at THIS LINK.

or, click at THIS LINK for a PDF copy.

Article: Change Management – Leading in to discomfort


In 2019, Government News asked for my thoughts on change management in public sector organisations.

Discomfort is often associated with fear, risk and danger, and people at all professional levels often try to avoid it.

The original article is published at THIS LINK, and a PDF copy is available HERE.

BCG Extract: Change Management progression


Found this a few years ago in a Boston Consulting Group article on change leadership. It’s a pretty good summary of the process people in large, distributed organisations go through when change comes their way.

My favourite point is the sweet-spot between the justification in step 7, and the realisation in step 8.

Article: Establishing Technology Support for Business Process Integration

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Four and a quarter years ago, I started a “3 month” contract with the Department of Education and Training in Victoria.  During this time I have been privileged to participate and in some cases lead the development of vital strategies which support and enable children and families across the State. As I archived old files in preparation for the move, I came across some highlights.

Contact Management was a short, sharp strategy development piece. Our team of four set out to define the State-wide strategy for inbound contact handling and resolution for Regional Services Group, which manages on-the-ground services for over fifty different program and service streams across the State. As a result of this strategy, there has been wide reaching improvements in the consolidation and consistency of contact channels and methods, the creation of a new dynamic knowledge base, and the modernisation of contact routing technology.

The challenge for “ChildLink” – or, as it was known then, the “Early Childhood Management System” – was to define the ways in which the Department would bring together information and ways of working to improve engagement and participation in early childhood services. This continues to be a complex and emotional space, with high profile cases of child mortality and inquiries into vulnerable children and families providing the backdrop. During this phase of the project, a cross-functional team came together to develop the overarching “Target State Operating Model” — a set of documents which defined how legislation, policy, practice and technology would need to be reformed in order to collect, use and share information across multiple government funded services. At the centre of this was identifying: what was the problem? Why wasn’t information being shared between service providers, and how could technology assist this? During the course of analysis it was identified that, yes, while technology could be a vital enabler, the true issues to be addressed were centered around trust, people capability, and the legislative reform needed to bring it all together.  The course of action described in these plans are still active, and ongoing, with recent legislation passing in the Victorian parliament to enable controlled, discrete information sharing between services. This continues to be a piece of work of which I am inordinately proud to have been a part of.

I wish I could tell you about what this is all about… but I can’t, as we’re under probity arrangements. Nevertheless, the information sitting behind these particular artefacts is…big, complex and really, really exciting.


You’ll just have to take my word for it…  🙂


Two years in strategic planning and development, this has been a major undertaking in engagement, change management, negotiation, and sometimes downright standoffs between parties who believed we should have just taken the left turn at Albuquerque and be done with it all.

At the point that I leave this project, it has gone from a ‘good idea’ to reaching the highest levels of the organisation, has produced a level of understanding and buy-in unprecedented in a project of this type and size, and is set to change the way thousands of people do what they do, in a vital part of our public services.

I can’t wait to see how it all plays out.

Untangling families


Did some work today mapping real life scenarios for families engaged in multiple education services. A thought experiment testing the concepts behind a common, unique identifier for adults. 

The Paris Guide To IT Architecture


McKinsey, 2000. One of my favorite analogy articles for enterprise architecture and design.

“This city-planning analogy can help established companies avoid IT architecture problems. A company might believe that major chunks of its applications are so unfit for current needs that they might as well have come from the Middle Ages. At the same time, IT departments are repeatedly asked to add new functions and to integrate business units and allied companies.”


DTA’s Digital Service Standard


Stumbled across the Australian federal Digital Transformation Agency’sDesign Service Standard” today. 

Some excellent, simple and elegant pointers that apply to more than ‘digital’ alone.  With a look.