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INTERVIEW


Alexandra Bode-Tunji


spotlight on


This month TJ catches up with multi award-winning Alexandra Bode-Tunji, leading the change at Transport for London


photography by Tom Hampson at visual eye A


lexandra is an experienced HR and OD leader currently leading a major


people transformation programme at Transport for London (TfL). She has extensive experience in HR, change management, organisation design and development, and L&D. Her ability to inspire others, along with her leader- ship skills and passion for excellence, are some of the qualities that have led to her success. Her business acumen, great interpersonal skills and her knack for building crucial relationships at all levels of the organisation have contributed to the success of the people transformation programme in London Underground (LU). T is award-winning culture


change programme was a key enabler for the customer service transformation programme. Leading a multidisciplinary team, Alexandra and her team delivered the largest culture change programme in a generation. T rough eff ective stakeholder man- agement, Alexandra was able to secure commitment and funding from the Executive Board, for a culture change programme spanning four years. T e programme, which transformed


12 | May 2017 |


the approach to training and develop- ment in LU, delivered material benefi ts including improved perceptions around employee engagement, greater trust in leaders, enhanced customer services and reduced customer complaints.


Why training and how did you start?


My interest in training and development stems from my belief in the importance of these tools in the defence of an organisation’s competi- tive advantage. Training has been a key part of all my roles; I started out in a business frontline consultant role in 1997 with the Training and Enterprise Council. In this role, I worked with employers in the west London area to set up internal people processes and provided training for new and existing employees. T is was a great opportunity to work with diff erent organisations and share best practice around performance improvement. Following this, I took a role with


T ames Valley Housing in which I led a programme tasked with setting up a training centre. Working in partnership with the National Housing Federation and City and Guilds, the centre was developed to provide national


vocational qualifi cations for housing sector employees within the T ames Valley area. Introducing this new capability allowed the team to identify and address gaps in the skills base within the sector. As a result of the improvements in training and development, T ames Valley Housing was ranked as one of the top 100 companies to work for. Since joining TfL I have used


my experience around training and development to lead the delivery of key change initiatives, delivering improved capabilities at all levels.


Who or what inspires you?


I draw inspiration from several sources, starting with my father. He made me believe I can achieve anything in life if I set my heart to it. A key source of inspiration is engaging with people to gain insights into their challenges, drawing on their thoughts and suggested solutions. I have had the privilege of working with a great team of suppliers over the last fi ve years – t-three, Interact, Kallidus, Business Smart and Progrezo. Along with my team, I have drawn insights and worked collaboratively 


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