Case Studies
Issue No. 49 - October/November 2009
State Swim’s learning curve
Sports and recreation enterprise, State Swim has not felt any particular impact from the Global Financial Crisis because, as CEO Julie Stevens observes, parents deem swim lessons “an essential safety and life skill” worth continuing when other expenses are cut back.
Since taking on the role early last year, Julie has been busy creating a new corporate culture to engage all State Swim stakeholders.
Her comprehensive cultural change program has involved:
Carpe Diem (Seize the Day) Conference: a three-day conference for State Swim management started the cultural change ‘journey’. The focus was on ‘Investing in our People’.
Strategic Planning: during the past 12 months State Swim has engaged all its managers in developing a powerful strategic plan - the group has never had one. Seven management groups are overseeing progress towards seven key goals.
‘Vitality for Life’ corporate training program: a wellbeing program for all 23 members of the management group: “One of my key professional directions is to help people to feel more empowered in the workplace and in their personal lives,” Julie says. “The management team has embraced this philosophy and there has been a noticeable increase in the levels of trust within our organisation and in people’s personal confidence.
“We are using these programs to grow personally and professionally, build a robust team environment and, inevitably, drive business behaviours that ensure State Swim’s ongoing success.”
The group has seen significant consolidation after an expansion burst.
“We have been working toward establishing a solid base for growth,” Julie says. “Our Mt Barker and Seaford swimming schools are still very young, so our priority is to bed down those operations before we look at other sites and venues.”
Although it has a big share of the Adelaide market, State Swim believes there is scope for further expansion, particularly in ...
