Charitee Davies is an executive leader, capability architect, researcher and executive coach with more than 25 years’ experience helping organisations and their people navigate change, transformation and emerging workforce challenges.
A former senior public sector executive, Charitee specialises in organisational and workforce capability, translating complex research into practical strategies for building future-ready organisations.
Her recent work includes leading research into the future of the digital workforce and the evolution of digital capability, including work for the Australian Government’s Digital Transformation Agency exploring workforce capability, emerging technologies and future workforce readiness.
With qualifications in psychotherapy, human resources and governance, Charitee brings a distinctly human perspective to transformation, combining insights into people and behaviour with expertise in capability, leadership and organisational performance.
She is also Head of Governance & Assurance at Grosvenor, Chair of Australia’s Governance Brains Trust, and an author and researcher on governance, capability and the future workforce.
Resilience in a Decade of Disruption – Leading When Change Becomes the Constant
The next decade will challenge many of the assumptions on which organisational strategy and leadership have traditionally been built.
Artificial intelligence, workforce transformation, cyber threats, climate pressures, regulatory complexity, economic uncertainty and changing community expectations are not arriving one at a time. They are increasingly interacting and creating an environment in which disruption is no longer an occasional event – it is becoming the environment in which leaders are expected to deliver.
For aged care leaders already navigating significant reform, workforce pressures, financial constraints and changing expectations of care, the question is no longer simply:
“How do we manage the next change?”
It is:
“How do we build organisations capable of continuing to perform, adapt and maintain trust when change becomes constant?”
Drawing on Grosvenor’s Annual Governance Studies, involving leaders from hundreds of Australian organisations, this session explores the forces expected to reshape organisations over the decade to 2035 and what they mean for leadership and strategy. The research identified generative AI and automation as the most significant emerging disruption, followed by climate and environmental pressures, alongside cybersecurity, regulatory complexity, geopolitical instability, workforce change, inequality and misinformation.
But the most important finding was not which disruption ranked first.
It was that the risks do not arrive one at a time – they collide.
AI creates workforce, ethical, regulatory and accountability challenges. Cyber threats intersect with geopolitical instability and third-party systems. Economic pressures affect workforce stability. Climate transition affects regulation, assets, supply chains and investment.
This session reframes resilience as a leadership capability, rather than simply business continuity or crisis response. Resilient organisations anticipate disruption, understand interconnected vulnerabilities, adapt as circumstances change, make good decisions under pressure and maintain trust.
Participants will explore five organisational capabilities increasingly important for the decade ahead: ethical and accountable decision-making; integrated risk and compliance; dynamic assurance and monitoring; foresight, adaptation and preparedness; and workforce capability, culture and system design.
Most importantly, the session translates these ideas into practical leadership action through five questions:
We cannot predict every disruption the next decade will bring. But we can build organisations capable of seeing change early, adapting quickly, continuing to deliver and maintaining trust while doing so.