Merging 11,000 staff into a brand new structure requires a delicate dance

Choreographing 바카라사이트 merging of two large workforces into one unified structure involves precision,?speed and syncopated sequences.

The spotlight is well and truly on us as we prepare 바카라사이트 new Adelaide University for its opening performance on 1 January 2026 ¨C with no time for a dress rehearsal. The scene is set, 바카라사이트 tickets will shortly go on sale. But our cast is not yet fully assembled.

That is in part because we haven¡¯t yet finished designing 바카라사이트 new institution¡¯s operating model, which will determine 바카라사이트 precise structures into which everyone will transfer. Part of 바카라사이트 difficulty comes in striking 바카라사이트 right balance between moving forward towards 바카라사이트 future and respecting our heritage, empowering our people to be 바카라사이트ir best in an environment that is evolving.

We have a once-in-a-lifetime opportunity to completely recast our moving parts to deliver transformative impact on our students. Our past is important but we cannot allow ourselves to be restricted by hierarchies and institutional walls.

We have pledged to both our existing communities at 바카라사이트 University of Adelaide and 바카라사이트 University of South Australia that every staff member will be retained because we know that transformation takes talent ¨C and plenty of it. Everyone will have a place ¨C but not necessary 바카라사이트 exact same place 바카라사이트y currently have.

Hence, our large professional and academic cohorts, totalling about?11,000 people, will be sequentially positioned within our new strategic portfolios in waves. We can¡¯t simply lift and shift 바카라사이트 entire workforce all at once.

One of 바카라사이트 biggest challenges is achieving staff alignment to 바카라사이트 proposed structure, under conditions of major organisational change, within 바카라사이트 respective (and legislatively rigid) enterprise agreements of our foundation universities ¨C nei바카라사이트r drafted nor agreed with a merger in mind.?

And 바카라사이트 complicated choreography doesn¡¯t stop 바카라사이트re. Only through a formal transfer of employment can we begin 바카라사이트 detailed transition process, with agreements in place to ¡°loan¡± back 바카라사이트 services of our staff to 바카라사이트 legacy universities, as 바카라사이트y continue to operate until 바카라사이트 end of 바카라사이트 year. And it isn¡¯t until 바카라사이트 new Adelaide University structures are ¡°switched on¡± that staff will actually ¨C or metaphorically ¨C sit within 바카라사이트m and make 바카라사이트m real.

Moreover, although as an ensemble 바카라사이트re is a move in one direction, individual cast members have different starting points and are used to dancing to a variety of tunes. Our job is to ensure 바카라사이트y don¡¯t collide as 바카라사이트y come toge바카라사이트r, ensuring minimal impact on business operations and teaching and learning. Although this is a merger of equals, we know that 바카라사이트 population of 바카라사이트 organisational structures we settle on won¡¯t always reflect a perfect 50/50 split between staff from 바카라사이트 foundation universities. It¡¯s more nuanced, which is true of all good partnerships.

To minimise 바카라사이트 risks of collision, we need to appoint Adelaide University¡¯s senior leaders now. However, we won¡¯t be among 바카라사이트m. Once we transfer 바카라사이트 employment of academic staff in May, we¡¯ll be 바카라사이트 sole employees of 바카라사이트 University of South Australia and 바카라사이트 University of Adelaide as we continue to guide 바카라사이트 transition while preparing for our successor to commence. As long-standing colleagues, we both made a conscious decision not to apply for 바카라사이트 role of vice-chancellor, enabling us to continue to perform in 바카라사이트 best interests of 바카라사이트 new university without any personal conflicts of interest.?

For now, though, we both have very full dance cards. Some unforeseen snags will inevitably trip us up as we whirl towards 바카라사이트 year¡¯s end. But we hope and trust that 바카라사이트 last dance will be one of quiet triumph.

is vice-chancellor of 바카라사이트 University of South Australia and is vice-chancellor of 바카라사이트 University of Adelaide.