Areas Of Expertise:

• Stakeholder Management
• Transformation Programs
• IT Change Strategy 

Education:

• Master in Chemical Engineering, Indian Institute of Technology, Delhi 

About Arpan Pareek

• Arpan is a passionate and skilled Change Management professional with more than 11 years of extensive experience in delivering complex transformation programs. A trusted advisor and an effective intermediary to both executives and front-line staff to enable change. Experienced in managing transformation programs of all nature – Process, Systems, Organisation, and People related. 

What Arpan brings

• Possesses a deep understanding of Human Capital and Organization Analytics, with hands-on experience in insight-driven change, transformation analytics, and organizational culture assessment.
• Proficient in conducting functional and cross-functional impact assessment workshops.
• Experienced in facilitating leadership alignment workshops and steering community meetings at program levels.
• Adept at developing communication strategies for various projects.

Key Clients:

• Transport for NSW
• Sydney Water
• BHP
• Malaysian Oil and Gas regulator
• Bank Mandiri
• Temasek
• ING
• Comcast
• Four Seasons

Key Achievements:

As Change Manager for Health, Safety and Environment Data Capture Platform at Transport for NSW, Arpan spearheaded the Change Management workstream, concentrating on assisting affected stakeholders in transitioning to new operational methodologies through heightened awareness and tailored training. Central activities encompassed pinpointing the affected audience, comprehending the change (from current to future states), and formulating and implementing a focused communication strategy. Additionally, the role involved established a network of change champions and coordinating an online campaign on Yammer.

As Change Manager for Prosecution Case Management Salesforce System at Transport for NSW, Arpan spearheaded a transformative shift. He was tasked with overseeing the change management process. Arpan’s key responsibilities include facilitating communication between impacted stakeholders, identifying potential areas of resistance, and developing strategies to mitigate any challenges. Additionally, he was responsible for developing training strategy and ensuring a smooth transition. Key change management deliverables for Arpan involve creating detailed implementation plans, conducting impact assessments, and fostering a culture of adaptability within the division.

As Change Manager for Digital Safety Critical Information Project at Transport for NSW, Arpan led the Change Management workstream to facilitate the transition for the business and frontline crew. Key responsibilities include providing support during union consultations and devising and executing change management and communication strategies. Deliverables entail comprehensive plans such as a change management strategy, industrial relationship plan, communication plan, and the design of training activities.

As a Senior Change Lead at Sydney Water, Arpan initiated a comprehensive enterprise-wide transformation program, which encompassed the replacement of the core financial system, consolidation of purchasing functions, and the implementation of new foundational processes with SAP. Arpan took charge of the entire Change Management and Business Readiness process for one of the program’s modules, specifically Enterprise Portfolio & Project Management. Over the course of six months, he facilitated change impact assessment workshops, formulated and implemented the communication plan, devised a post go-live support model, and supervised business readiness workshops.

As a Senior Change Lead for SAP Implementation at Sydney Water, Arpan spearheaded the Change Management workstream to facilitate Sydney Water’s transition to the new operational framework and to realize the anticipated benefits. Key areas of focus included identifying key stakeholders and assessing detailed change impacts, engaging with the business and stakeholders, designing and conducting multiple cycles of people readiness assessments, and supporting workforce transition and training efforts.

As a Senior Change Lead for Integrated Project Controls at Sydney Water, Arpan orchestrated the development and execution of the OCM strategy and plan, communication strategy and plan, and training strategy within a timeframe of less than six months, affecting nearly 500 individuals. Notable achievements include defining the adoption framework and a 90-day adoption plan, conducting a thorough training needs analysis, and crafting a comprehensive transition plan.

As Change Management and Adoption Lead for Digital Transformation at Malaysian Oil and Gas Regulator (Malaysia), Arpan took charge of the Change Management & Digital Adoption workstream, aiming to foster a genuinely HumanCentered change by promoting New Ways of Working and cultivating a Digital Mindset. He was involved in strategic planning for engagement and communication with both internal and external stakeholders across the industry. Additionally, Arpan spearheaded numerous leadership engagements and facilitated the immersion of end-users in the new operational methodologies. Notably, the project was executed in nine sprints, each lasting three weeks, reflecting a truly agile approach.

As Change Lead at Bank Mandiri, Arpan he was responsible for the the implementation of PEGA (customer engagement and digital process automation software) to offer a differentiated customer experience at every touch point. He led the change management workstream intending to imbibe a customer-focused mindset, prepare dedicated ‘intelligent’ campaign managers and enable the workforce to operate in the new world (with AI, automation, and Analytics). The key activities revolved around understanding the change history and organisation readiness to change, identifying key personas and ‘Moments of Change’ and deriving & executing specific change interventions. He also embedded ‘new ways of working’ in place enabling the Marketing team to scale campaigns to other retail products.

As Change Management Lead for Cybersecurity Transformation at a Consumer Financial Services Company (USA), Arpan led a holistic “Information Security” campaign targeted to increase awareness and embed secure practices in the organization. Theme based security campaign was developed and delivered using gamification techniques to introduce interactive, fun, and learning challenges for employee awareness.

As Change Lead at BHP (Singapore), Arpan led the change management strategy and planning for S4HANA implementation and Data Centre migration. Impacting close to 8000 users across HR, Finance and Supply Chain, the goal of the project was to lay the foundation of S4HANA implementation resulting in simplified user experience, improved productivity and lowered operating cost. In this 4 month’s role, Arpan developed change strategy, documented change impact and created engagement and training plan before handing it over to the client for the execution.

As Organisation Uplift Lead at Temasek, Arpan led the Organisation Uplift workstream to transform the capability of Technology Operations through greater adherence to industry standards and increased workforce capability. Some of the key aspects covered are organisation structure design process, role design, competency design process, change management and communication process. Key deliverables included future operating model design, future organisation design, change management strategy & plan, change management initiatives, capability uplift strategy & plan and training content.

As Change Lead at ING, Arpan led the team to develop a cultural transformation framework for the acquire firm to ensure smooth integration with the acquirer. Arpan also led the change management interventions leading to post-merger synergy between the two firms.

As Workforce Analytics Lead at Comcast, Arpan led the workforce analytics workstream to profile the client’s customer service team with a high risk of absenteeism and identify potential drivers of absenteeism. The descriptive analytics reduced unplanned absenteeism in client’s customer service teams by 1% to 1.5% leading to better customer satisfaction score. Arpan also developed an ARIMA based predictive model to forecast monthly absenteeism and provision accordingly.

As Training Development Lead at Four Seasons, Arpan led the design and development of over 10 learner hours of interactive role-based learning courses. The learning materials developed was an optimal mix of classroom sessions and on-the-job learning.