Trish Clancy
Managing Director & Partner
Canberra
Trish Clancy is a member of the Center for Digital Government at Boston Consulting Group. She joined the firm in 2008, and specializes in large-scale transformations for public, private, and not-for-profit clients. Trish designs strategy-led reforms, develops robust implementation plans for major innovations, and helps organizations form and carry out changes and strengthen their people management.
Trish primarily works with clients in the public sector to redesign and transform their organizations. She helped establish a new operating model and organization structure for a government division of 2,500 employees. This included planning for the change process with leaders. She also managed the team that transformed the state government’s department of family and community services.
Before joining BCG, Trish helped governments in Asia and Africa reform their administrations, including building new departments and revamping policy development and service delivery for cabinet offices, finance departments, public service commissions, and customs services. Passionate about helping people overcome disadvantage, Trish is an advisor to the Board of Wunan, a remote Aboriginal nongovernmental organization dedicated to improving the lives of Aboriginal people across the Kimberley.
As economies rebound and people return to work, the welfare transition will be a highly visible opportunity to rethink the citizen journey.
Screening for the high-risk cases is the default in AI risk assessment. But finding the low-risk cases is a much better place to start.
The public sector is adopting agile but not yet at scale.
Obstacles to scaling agile in the public sector are not to be underestimated. But governments that succeed can deliver faster and better and more cost effectively.
"No battle plan ever survives contact with the enemy," claimed Helmuth von Moltke the Elder in the 19th century. The same holds true for change management, where few plans remain unaltered during implementation. Companies often fail to anticipate and react to the full range of pitfalls that can harm their change programs. That’s one reason why 50% of straightforward change efforts and 75% of more complex ones are considered failures.