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.
The Human Side of Digital Transformation
Aged care is entering a period of accelerated digital transformation.
Artificial intelligence, automation, data analytics, digital care platforms and emerging technologies offer enormous potential to improve productivity, decision-making, workforce experience and the quality and responsiveness of care.
But technology alone doesn’t transform an organisation.
People do.
Too often, digital transformation begins with the technology: selecting the platform, implementing the system, training people to use it and expecting transformation to follow.
But what if we started with the people instead?
Drawing on a comprehensive research program undertaken by Grosvenor for the Australian Government’s Digital Transformation Agency, this session explores the human side of digital transformation—what organisations need to build a workforce that is capable, confident and ready to continually adapt as technology changes.
The research combined practitioner surveys, interviews and focus groups with digital leaders, consultations with C-suite Technology Leaders, and examined international comparator research and analysis of better-practice digital profession models.
One of its strongest findings was that as digital maturity increases, workforce capability becomes a strategic organisational issue—not simply a learning and development issue.
Organisations need to understand emerging capability requirements, develop their people, enable knowledge sharing and anticipate the capabilities that rapidly evolving technologies will require.
For aged care, this means digital transformation cannot simply be done to the workforce.
The sector needs leaders who understand technology, frontline workers with the confidence to use it, stronger digital and data literacy, opportunities for people to learn from one another, and cultures that support experimentation, learning and adaptation.
International research reinforces this shift. Leading digital professions are focusing on continuous upskilling and reskilling, digital leadership, peer learning, workforce mobility and growing AI and data capability—not simply one-off technology training.
The session will explore five practical questions for aged care leaders:
Participants will leave with a practical approach to digital transformation that starts not with technology, but with the people who must understand it, trust it, use it and ultimately make it work.
Because the greatest opportunity presented by digital transformation isn’t simply better technology…It’s enabling people to do better work!