Barry Trubridge of PwC Guest Lectures in Change Management

Barry Trubridge of PwC Guest Lectures in Change Management

The latest leader to partner with AIB to enrich our MBA with practical, up-to-date insights is Barry Trubridge, senior Director in PwC’s management consulting practice.

Barry has over 20 years of experience in the financial sector. He spent several years as a General Manager for ANZ before moving to London in 2011 for senior roles at the Royal Bank of Scotland. He has been a senior Director at PwC since March 2015.

Barry completed a degree in economics and a Masters in Behavioural Economics which gave him insight into how organisations make decisions in the commercial world. He’s applied that insight to his career, starting out in consulting to gain experience in various industries. Barry also holds an MBA, which he completed while working full time at ANZ, so he’s no stranger to the work-life balance struggle.

Moving to ANZ from consulting allowed him to see change management from the other side. “In consulting, you’re often brought in when a problem’s been understood, and you’re often leaving before the impact has actually fully played out. In industry, you get to see both sides of it, and that’s where my experience in embedding change in organisations really came through,” he shares.

Barry’s expertise spans consumer banking and wealth channel transformation, and he consistently delivers sustainable change in large distributed workforces. It’s the latter skill that he’s sharing with our students as an Industry Guest Lecturer in change management.

Leadership in change management

When planning and strategising change initiatives, Barry believes that it’s critical to align them to the purpose and the vision of the organisation. He explains, “Connecting the change to an overarching reason or question is absolutely critical.” So that people understand the boundaries in which they are making decisions, Barry notes that having an understanding of why the change needs to occur is also really important.

Leadership’s attitude can make or break a change, and Barry says that the biggest impact on change comes from the engagement of the immediate line manager. If that line manager is supporting the change and enabling their staff to use the toolkits that are available, it has a higher likelihood of success than if they’re undermining the change.

Barry regards the role of the leader in managing change as three-fold. The first is the ability to understand the motivations of their staff. “I don’t think you can bring change upon a team without understanding what motivates them and what their hopes and aspirations are,” he says. The second is the ability to understand the commercial importance of the change, including its expected outcome and overall goal. Finally, leadership comes back to communication with both team members and peers. “The best changes I’ve seen that have been embedded are when people are willing to share their experiences with their peer group when they’re leading a change, so they feel that they’re not alone,” Barry explains.

The future of work

With the Fourth Industrial Revolution well on its way, Barry is optimistic about the future of work. The ability to manage people through change has never been more important, but he believes that it’s all to positive effect.

With reference to the banking industry, Barry explained, “In the future of work, what I think is most interesting is this democratisation of knowledge. What technology is doing is it’s informing customers on what works well for them. That means that the capability of the banker has to grow faster than the capabilities of the technology. So, bankers need to be better at listening, better at building rapport, better at empathy, and better at integrating solutions where the customer hasn’t been able to do that themselves.”

Barry’s experience offers our students some invaluable insights, and we’re thrilled to have him on board as our newest Industry Guest Lecturer. Welcome, Barry!

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