Digital Vision and Roadmap 190919 v3 The Royal Yachting Assocation has been around since 1875 but had been loosing relevance, members and relevance. A key part of the issue was legacy tech, a lack of personalised / relevant content, poor data governance, a lack of automated processes and an absence of customer centricity, in a...
Scaled Agile Framework (SAFe®) Implementation
The client is on a journey to implement the full SAFe® methodology in order to realise the full benefit of Agile delivery in a complex environment and programme. Requirement was for a SAFe® Practice Consultant (SPC6)
Scaled Agile Framework (SAFe®) Implementation
The client is on a journey to implement the full SAFe® methodology in order to realise the full benefit of Agile delivery in a complex environment and programme. Requirement was for a SAFe® Practice Consultant (SPC6)
Lean-Agile Commercial Training, Consultancy and Advice
A Government client was having significant difficulty being able to execute Agile delivery with suppliers who were not prepared to migrate to or embrace Agile ways of working, such that deliveries of outcomes were getting worse.
Operating Model -AstraZeneca
The head of pharmagenetics needed to understand the challenges in designing a new operating model to deploy the new genetic based solutions AstraZeneca was developing targeted medicine’s based on DNA for a range of cancers. This was being developed alongside their traditional drug developments and needed its own R&D sales process’s, payments process’s and diagnostic...
Streamlining Operations: A Multi-Year Journey from Inefficiency to Empowered Decision-Making
The organisation was facing a lack of clarity on decision-making accountability, numerous urgent tasks with no set priorities, and a disconnection between strategy and delivery, leading to inefficiencies.
Innovation Unleashed: Developing a Standardised Innovation Framework for a Global Managed Services Company
A rapidly growing global managed services company was overflowing with ideas for new products, services, alliances, and routes to market. However, the business lacked a centralised or standardised framework for harnessing these ideas and for evaluating, prioritising, developing, and launching them in a consistent manner.
Systemic Mentoring Practice of Financial Shared Service Centre
We had mentoring engagement to conduct a business turnaround, and provided techniques to reshape and revitalize the business. We were mentoring process optimization of Financial Shared Service Centre with ERP (such as SAP, Oracle and more) implementation and roll-out project. The typically centralised processes had been supported by ERP functionality in the central finance system...
Led delivery of a £12.5m Property Rationalisation Transformation Programme involving 5000 staff – Case Study Included
I was asked to lead one of the most challenging, complex Transformation Programmes of change involving New Ways of Working (Culture Change), buildings rationalisation and creation of Community Hubs, for a Local Authority involving, People (over 5000), Place (35 buildings) and Technology (Windows 10, Office 365, Wifi telephony, MFD’s – Training all staff).
