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).
Optimising Data Strategy for Enhanced Business Alignment in a Global FMCG Firm
The Global Head of Direct-to-Consumer at a leading multinational FMCG firm required a simplified explanation of the role and value of Direct-to-Consumer eCommerce in their data strategy. This was to secure improved alignment, executive sponsorship, and buy-in within the business.
Business improvement diagnostic
Diagnostic to understand your business, engage your people and identify key improvement areas.
Business Model Revolution
Tourism is a major foreign currency earner for Britain. The BTA (British Tourist Authority, now “Visit Britain”) was charged with promoting tourism to Britain. Its funding comes from the DCMS (Department for Media Culture and Sport). The BTA was subsidising the advertising costs of airlines, hotels and others in the tourism business. The DCMS was not...
Clarifying technical and regulatory issues to help leadership deal with an urgent strategic challenge
A global payments organisation was faced with the sudden threat of a European challenger, sponsored by governments and representing a potential significant threat to market share and revenue. The challenger was approaching the organisation and its competitors demanding that they license their proprietary technologies to allow it to enter the market, and support “co-badging” or...
Digital enablement to expand from B2C to D2C in consumer lab diagnostics
Leading international B2B lab diagnostics provider wanted to enter into D2C space by leveraging deep medical expertise to create a state-of-the-art digitally enable product.
Developing innovation management strategy and systems in a major utility
I was contracted for 2 years to support innovation at a major utility. On arriving it became apparent there was a lot to do as the organisation had limited understanding of innovation and was focussed on adoption of pre market technologies under the banner (supporting invention), with little implementation or return.
Securing Online Access: Enhancing Customer Engagement and Reducing Fraud
The Department faced a challenge in improving the online access uptake by millions of customers. There was internal scepticism about the feasibility of a safe approach that would encourage customers to transact more online, thereby driving efficiencies, reducing fraud, and enhancing overall service.
