TESTIMONIALS
Helen Kidston, Organisational Development Manager, Australian
Communications and Media Authority.
I find the work of Dr Ambrose informative and enlightening. It is a pleasure to find a colleague who - while working currently in an agency functional area outside of HR - evidences both a visionary and a practical approach to transformational leadership and the key organisational cultural underpinnings to make this thrive in an organisation. My discussions and work with Dr Derek have proven that his approach is not just academic - although his academic credentials in this area are
undoubtedly impressive - but that he walks the talk in his own leadership style and he is a firm advocate and supporter of our agency’s ambitious transformational agenda. It is always great to find a fellow traveller on the path, and in this case one from whom one can learn a great deal.” May 15, 2011.
Mr Paul Nicholson-Smythe, Owner, Chi Wiz
“Dr Ambrose was my program sponsor at ACMA; he is that rare beast amongst CFO’s. Intimately familiar with the more obvious elements of budgets and costs within a CFO’s prevue. Amongst sponsors to date he stands out as one committed to building lasting value, no short term low hanging fruit imperatives but a passion for sustainable organisational transformation to deliver measurable value for both agency and clients alike. A delight to work with. I unreservedly commend those seeking to perform interesting work with interesting people - look up the good Dr Ambrose! October 25, 2011.
Mr Martin Venn, Financial Manager
“The changes in the Branch under Derek's Transformational Leadership have been phenomenal. Most Public Sector organisa-
tions have a solid, staid and inflexible structure which stifles the ability of the organisation to evolve and adapt to a changing environment. In ACMA, the Transformational Leadership process
has empowered staff to offer suggestions and improvements to their work processes in order to create a more efficient Public Service organisation.
In the light of reductions in funding from Government, the Public Service has had to emulate the Commercial world and become "leaner and meaner" in order to deliver its services to the greater public. The feedback from and recognition of ideas and improvements has created a more positive and exciting workplace for staff as they feel that they have "ownership" of their roles and are not just "cogs in a machine".