If it weren’t for the new government regulations rolling out, some of us wouldn’t be glancing back at the way we operate. This new Aged Care reform is forcing change and although disruptive, and it feels like it’s never at the “right time”, one thing is for sure; this is an opportunity to enhance how we deliver our services and care for our customers. As positive as that all sounds, whenever our teams are disrupted, and our operations are in overdrive to compensate for this disruption, this change can feel like it’s more of a headache than anything else. Instead of seeing this as just another compliance headache, what if you could turn it into a strategic advantage? Since you have to change, why not make sure this change also benefits your organisation’s long-term goals?

Change is hard, especially when it comes to transitions in life. Whether it’s moving into a new care setting, facing a health challenge, or having to rely on support for the first time, the shift can be overwhelming. This is true not only for the people who need care but also for their families or support networks. They’re suddenly thrust into a new role with high levels of responsibility, often feeling the weight of the decisions they need to make.

Yet, all too often, these transitions lead people into systems that feel impersonal—systems built around compliance rather than care. It’s a paradox: the very systems designed to help can sometimes make people feel like they’re just a number. For families and clients navigating this space, it’s not just frustrating; it can make an already difficult transition even harder.

Change is hard, especially when it comes to transitions in life. Whether it’s moving into a new care setting, facing a health challenge, or having to rely on support for the first time, the shift can be overwhelming. This is true not only for the people who need care but also for their families or support networks. They’re suddenly thrust into a new role with high levels of responsibility, often feeling the weight of the decisions they need to make.

Yet, all too often, these transitions lead people into systems that feel impersonal—systems built around compliance rather than care. It’s a paradox: the very systems designed to help can sometimes make people feel like they’re just a number. For families and clients navigating this space, it’s not just frustrating; it can make an already difficult transition even harder.

Every time we open our emails these days, it seems like there’s another breakthrough technology making waves, whether it's a new productivity tool, a customer monitoring device, or an app promising to make life easier. The aged care and NDIS sectors are no exception. With all the excitement around emerging technologies, it can feel overwhelming to know where to begin and how to navigate the sea of options.

From customer sensors and monitoring tools to employee support technologies, there’s a world of innovation waiting to be implemented. But where do you start, and how do you choose the right tools to improve both your service delivery and client outcomes?

We know that everyone is different. As we age or face new challenges, our needs and preferences evolve, and this shouldn't change when it comes to the care we receive. Imagine going to a doctor and receiving the same "get well" plan that was given to the person before you—this wouldn't work for anyone. Yet, in the system of aged care and NDIS services, this one-size-fits-all approach can sometimes feel all too common.

Change, though challenging, is an opportunity for growth. The upcoming aged care reforms, set to take effect on July 1st, 2025, mark the most significant transformation in years. While change can feel overwhelming, these reforms are designed to enhance care quality, provide more choice for seniors, and ensure providers operate with greater transparency and accountability.

We all know the drill. When we’re engaged with the work we do and the environment we’re in, we’re happier, more productive, and, let’s face it, we give a lot more of ourselves. The problem? In the NDIS and aged care sectors, creating a positive work culture is more critical than ever, yet it’s not easy, especially when resources are scarce, and the pressure is always on.

Let’s be honest. With the current staffing shortages, it often feels like we’re trying to put together a puzzle with half the pieces missing. But here’s the thing: we can’t afford not to prioritise our culture. A healthy, positive work culture isn’t just a nice-to-have, it’s essential for retaining staff, providing excellent care, and, ultimately, delivering the best service to our clients.

At the heart of every successful organisation lies a delicate dance between culture and process. Like two sides of the same coin, they influence and shape each other in profound ways. But for many people, the age-old question remains: does culture drive process, or does process drive culture?

At Three6, we know great customer experiences drive loyalty and growth. By blending human-centred design, data-driven insights, and inclusive collaboration, we create genuine connections at every touchpoint. Together, we'll optimise processes, empower your team, and keep evolving to meet customer needs. Let’s transform how you engage and turn customers into loyal advocates—while having some fun along the way!

Coming very soon... A new implementation model!

Service design principles offer a powerful framework for purpose-driven organisations aiming to maximize their impact and streamline operations. By integrating these principles into operations management, organisations can overcome common challenges, enhance their processes, and better serve their communities and customers. The 5 principles of service design, such as user-centricity and co-creation, play a crucial role in guiding these improvements. Let's delve into the service design process, share some examples with you, and explore how taking a service design methodology that can lead to transformative change. Join us as we uncover how these strategies can unlock unprecedented efficiency and effectiveness for purpose-driven organisations.

It's not news that the way an organisation works impacts directly on the quality of the services they offer. And if you want to create social impact and deliver great customer value, as I am sure you do, then we need to make sure you are set up for success.

At the heart of every successful organisation lies a delicate dance between culture and process. Like two sides of the same coin, they influence and shape each other in profound ways. But for many people, the age-old question remains: does culture drive process, or does process drive culture?

Stakeholder management is vital to the implementation of a project. But it's also vital way before that! In this blog post, I draw from a recent case study to demonstrate the value of stakeholder management at every project phase.

We worked with a client on their five-year strategy. More importantly, we then worked backwards to see how we can work towards it starting today. In this post, we use this case study to explore design concepts like 'futures thinking' and 'backcasting', and how they can help us create the future we want.

In celebration of our fifth birthday, we look back at why we were created to begin with: There's a gap in the market: the focus to improve the customer experience often competes with cost reduction and efficiency creation. But that doesn't need to be the case! These two approaches not only can, but should work together to create great customer experiences while increasing efficiency.

This blog post is the second in a series designed to help address the requirements of APRA Prudential Standard CPS 230. Today, we cover the "how" of integrating Risk, Supplier, and Business Continuity Management with 7 key strategies.

What if healthcare were driven by the patient experience instead of by policies? A Physical Rehabilitation Clinic I worked with did exactly that. In this blog, we'll explore how service design can transform healthcare experiences and outcomes for both patients and healthcare providers, all while respecting policies and ensuring quality.

With CPS 230, integrating Risk, Supplier Management, and Business Continuity Management is no longer optional. This blog post looks at the components of this integration and explores why integration is so important.

A leading Australian university's Risk & Compliance team wanted to improve the services they provide internally. Collaborating with them, we took a holistic and people-centred approach. This not only enabled the uni to manage their risks and compliance with ease, our approach also minimised risk at each step along the journey.