The world’s first PPP project: the Complex Program Group developed an innovative strategic relational contracting approach to outsource the CAPEX, maintenance, and asset management of over 9,000 km of rail track for the Rail Access Corporation (RAC). This strategy amended existing PFI strategy, to deliver a Public-Private Partnership (PPP) model that has subsequently been applied internationally. 

Auditing public sector outsourcing policy: the Complex Program Group provided expert advice to the ANAO on the following complex policy implementation programs: 

• the establishment of Centrelink (responsible for the delivery of social services, with an annual turnover in excess of A$60 billion) and 
• the outsourcing of the Government employment agency (Jobs Network) 

These audits led to the establishment of an Australian Government best-practice benchmark for the delivery of organisational change, and a ministerial review that fundamentally changed the outsourcing strategy for Jobs Network.  

Whole-of-government policy change: the Complex Program Group developed and implemented fundamental policy change in the delivery and ongoing asset management of over 30,000 projects constituting the 9th Malaysian Plan. These changes led the re-structuring of a 27,000 person department (JKR), the development of a specialist complex program management unit (PROKOM), the establishment of the Malaysian Asset Management and Project Management Association (MAPMA), and the development of a Malaysian national Asset Management policy. 

Defence procurement policy: the Complex Program Group instigated and provided subject-matter leadership for policy change within the Defence Materiel Organisation (responsible for delivering all Australian defence procurement) to differentiate between traditional, complicated, and complex projects and programs. This policy change has led to significant restructuring in how the DMO approves, plans, leads, contracts and manages complex programs, including the development of competency standards, an executive MBA course, project categorisation framework, and project manager certification framework for complex project management. These changes have affected defence procurement policy globally. 

Review of governance policies within OECD countries: the Complex Program Group was engaged by the Australian Government to review governance policies within OECD countries, leading to key legislative amendments concerning the governance and regulation of all Commonwealth Departments and Agencies . 

Revise public sector outsourcing policy: the Complex Program Group was engaged by the Australian Department of Finance and Deregulation to challenge the existing SLA-based outsourcing policy, and recommend an alternative novative performance-based relational strategy for the outsourcing of one of the world's largest mainframes and distributed networks.   

Newsprint business strategy: the Complex Program Group analysed the impact of strategy and technology on newspaper sales within Australia, leading to fundamental strategic change in editorial and print within Fairfax (Australia’s largest newspaper group). This analysis is now used internationally as core material in tertiary communication courses.