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Verve -Employeez
Faith Nhlapo, founder of Verve-Employeez after 10 years in leading #digital transformation projects, has decided to share her passion in helping leadership maneuver successfully through the fourthindustrialrevolution from a strategic change management standpoint. She runs Strategic Change Management Workshops/Seminars for leadership
She has partnered with the most influential thought leaders within the Business Intelligence, Artificial Intelligence, Robotics, Data & Analytics Governance, Leadership, Strategic Marketing & Communication spheres to support me in helping you be in forefront of leading transformational projects.
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Show profile Hide profileFaith has been involved with organisational culture transformation programmes/ projects at executive, management and employee level across multi-faceted cultures, involved in complex large scale transversal projects and programs that had an impact across Operating Divisions (nationally) and Companies (globally).
As an Organisational Development Independent Consultant at Department of Road Transport & Public Works (DRTPW), she created an Operating Model to elevate the Gauteng Transport Directorate organisational structure into a Chief Directorate in 2008.
As a Group OD Consultant, she inherited the MTN Group's Global Recognition Programme named Y'elloStars to recognise MTN Values in 2010. For continuous improvement in 2011, she introduced an online tool for Group Executives to have an Automated Evaluation Process of the YelloStars motivations submitted by the various Operating Companies (Opco's). To further improve the overall program in 2012, she revised the Leadership Award evaluation criteria and initiated a Leadership Framework that linked leadership behaviours to MTN's levels of work.
To promote the culture of innovation, she developed an Innovation Model and Tool to enable innovation submissions across the organisation in 2013. 112 implemented innovations across MTN were submitted and evaluated using this tool. She further revamped the program into a digital recognition platform that was launched in 2015.
With the overall MTN's Group strategy in 2013 change came a need to align MTN people, it necessitaed the organisation to prepare people to adopt the new vision amd mission. Consequently, she became responsible for the project management of building an internal customer experience that matched the new strategy. she developed a Global People and Culture Framework in line with the Group Executive's KPI which was to build the Perfect Customer Experience through MTN's People. She managed to develop, embed an Organisational Transformation & Culture Framework and toolkit in 12 Opcos within 2013, and 2014 Opcos were realizing benefits.
In 2016, as an Organisational Effectiveness Consultant, one of the achievements was to successfully coach Sentech's Executives and Senior Managers in udenstanding their role in improving Employee Engagement and Internal Customer Satisfaction Levels within their respective divisions, over and above other initiated that she led.
In the last 2 years, as a Group ICT PMO Change Manager from 2017 to date, she has developed Change Management Strategies and toolkits deployed by Transnet Operating Divisions, defined vision and employee experience, including putting in place trackeable measures to assess the effectiveness of success within Time & Attendance, including Access Control program, evolved it from a transactional to a program with strategic value. She has also facilitated engagements to define business requirements, embed case for change, understanding of success measures, change strategy and scope the delivery of the IBelong solution (Digital Workforce Engagement). At this point, She has defined the strategic context, vision, operating model, change strategy and transformation levers to drive business value for the Transnet's Value Chain Cordination Automation in the with the organisation's fouthindustrialrevolution 4.0 strategy.
Faith has been involved with organisational culture transformation programmes/ projects at executive, management and employee level across multi-faceted cultures, involved in complex large scale transversal projects and programs that had an impact across Operating Divisions (nationally) and Companies (globally).
As an Organisational Development Independent Consultant at Department of Road Transport & Public Works (DRTPW), she created an Operating Model to elevate the Gauteng Transport Directorate organisational structure into a Chief Directorate in 2008.
As a Group OD Consultant, she inherited the MTN Group's Global Recognition Programme named Y'elloStars to recognise MTN Values in 2010. For continuous improvement in 2011, she introduced an online tool for Group Executives to have an Automated Evaluation Process of the YelloStars motivations submitted by the various Operating Companies (Opco's). To further improve the overall program in 2012, she revised the Leadership Award evaluation criteria and initiated a Leadership Framework that linked leadership behaviours to MTN's levels of work.
To promote the culture of innovation, she developed an Innovation Model and Tool to enable innovation submissions across the organisation in 2013. 112 implemented innovations across MTN were submitted and evaluated using this tool. She further revamped the program into a digital recognition platform that was launched in 2015.
With the overall MTN's Group strategy in 2013 change came a need to align MTN people, it necessitaed the organisation to prepare people to adopt the new vision amd mission. Consequently, she became responsible for the project management of building an internal customer experience that matched the new strategy. she developed a Global People and Culture Framework in line with the Group Executive's KPI which was to build the Perfect Customer Experience through MTN's People. She managed to develop, embed an Organisational Transformation & Culture Framework and toolkit in 12 Opcos within 2013, and 2014 Opcos were realizing benefits.
In 2016, as an Organisational Effectiveness Consultant, one of the achievements was to successfully coach Sentech's Executives and Senior Managers in udenstanding their role in improving Employee Engagement and Internal Customer Satisfaction Levels within their respective divisions, over and above other initiated that she led.
In the last 2 years, as a Group ICT PMO Change Manager from 2017 to date, she has developed Change Management Strategies and toolkits deployed by Transnet Operating Divisions, defined vision and employee experience, including putting in place trackeable measures to assess the effectiveness of success within Time & Attendance, including Access Control program, evolved it from a transactional to a program with strategic value. She has also facilitated engagements to define business requirements, embed case for change, understanding of success measures, change strategy and scope the delivery of the IBelong solution (Digital Workforce Engagement). At this point, She has defined the strategic context, vision, operating model, change strategy and transformation levers to drive business value for the Transnet's Value Chain Cordination Automation in the with the organisation's fouthindustrialrevolution 4.0 strategy.
