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Sue Conder

Partner, Organisation & Change

Sue Conder

Sue is a partner in Human Capital and leads our Organisation and Change Public Sector practice. Sue has over 25 years experience in organisation design and change management from across the public and private sectors. In the last eight years she built expensive experience of organisation design and change management in the public sector working with key government and not-for-profit organisations. Sue also had substantial programme management experience and is part of our Business critical programme team. Her experience covers the people issues of major organisation change including organisation design, change management, leadership and the people and HR requirements. She has a track record of working in partnership with organisations to develop strategies for change and to support their implementation to achieve measurable performance improvement.

Key interests and recent projects

  • Central government department: Business Change lead partner for the Deloitte team supporting a Personal Tax technology programme. Sue provided Business change assurance reviews and implementation advise for the Programme Director and senior operational team. The scope included Customer Operations and Customer Contact operational planning, Business process design, communications and stakeholder engagement, training, learning and guidance, leadership involvement and model office;
  • Central government department: People and change workstream for a major technology enabled transformation programme. Sue led the IT transformation programme including the changes to ways of working, stakeholder engagement, training and communications. This included the design and implementation of a business change strategy to deliver the business case outcomes. The included implementation planning support, defining changes to operating processes and business rules, undertaking a role impact analysis and planning to enable stakeholders to realise the business benefits. Sue also led the development of a people strategy for the client. This developed the people tools enabling the client to deliver its operational and strategic vision. It enabled and integrated set of people priorities across the Department’s Agencies;
  • Government employment agency: Led the organisation design and people workstream for a transformation programme. This included reviewing the operating model of the contact centres and back office processing centres. Sue worked with the executive team to define the new business model, define the business change requirements and new ways of working for the national, regional and district tiers. This work included input to the benefits processing rationalisation project which included the design of workflow as a result of a reduction in the number of regional processing centres.

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