Yvette Carlsson
No Map, Just Momentum – Growing a change culture before “good change” had a definition
With a career spanning nearly three decades across South Australian government, Yvette is best described as a change whisperer with a spreadsheet‑level attention to detail. Renowned for leading complex transformation initiatives, she brings together change management, business integration, process improvement and digital innovation with a calm, pragmatic style. From embedding enterprise‑wide change frameworks and rescuing high‑risk programs, to designing cost models, business cases and governance structures that actually work, her strength lies in translating strategic intent into outcomes people can understand – and adopt. A strong advocate for stakeholder engagement, she is equally comfortable working with executives, managers, frontline teams and vendors, building trust through authenticity and clarity.
Certified in change management and PRINCE2, and grounded in a Bachelor of Business (MIS) and accounting foundations, Yvette has held senior roles across human services, health, water management, transport, procurement and ICT. A consistent thread runs through every role: improving the way organisations operate, while leaving people better supported than when they arrived. Known for asking smart questions, simplifying the complex, she combines strategic thinking with hands‑on delivery. In short, she thrives where change is hard, stakes are high, and success depends on both systems and people moving forward together.
A bit about her workshop
How do you embed change management in an organisation before there is a shared understanding of what “good change” even looks like?
This session tells the story of growing a change management culture within a state government department where formal change capability did not yet exist. With no established frameworks, limited maturity, and constant organisational change underway, the focus shifted from building structures first to building belief, trust, and momentum.
Rather than waiting for the right time, mandate, or model, change capability was grown through practical application – making change visible, useful, and relevant. Along the way, influence mattered more than authority, consistency mattered more than perfection, and culture shifted incrementally through everyday decisions and behaviours.
This candid and reflective session explores the challenges of “selling” change management in real terms, navigating scepticism, balancing delivery with capability uplift, and helping leaders and teams experience the value of change before naming it as such. It also shares lessons learned from what didn’t work, what had to be unlearned, and what ultimately helped change stick.
This session offers realistic insights, reassurance, and practical ideas for growing a change culture when you’re starting from scratch—and still figuring it out as you go.
