Yorkshire Water provide and maintain water and waste services to over five million people. They want to increase the use of self-service online/via their app in line with customer needs.
Review of the Global Operating Model
One of the largest global providers across 40 countries for integrated marketing services solutions serving world leading brands. We worked with them to identify better and more consistent ways of working across people, technology, insights, processes & practises whilst preserving local specialisms and knowledge
From ‘Post Purchase’ to ‘Entire Journey’ Focus
To review Studio’s ways of working, metrics and operational design to set out where priority changes were required, what needed to change, and deliver this into the business to support CX improvement. CX/CS were seen as interchangeable terms – Delineating the difference between them was key to ensuring colleagues at all levels & roles understood...
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).
Head of Transformation Programme at DWP
It was recognised that many areas of technology within the DWP were no longer fit for purpose with a resulting major impact on productivity. An extensive programme of change was required. I was asked to lead this programme.
CRM in the Energy sector for Atos
While managing the CRM practice for Atos we were successful in being appointed to implement a CRM system for a very large, world wide, energy company.
Architecture Consultancy
Enterprise / Solution / Product / Technical Architecture Consultancy
BI/MI at the University of Manchester
The University of Manchester had not invested in its BI/MI capability for a very long time. As a result, information for staff – both academic and operational, was of very poor quality, despite there being over 2000 reports in existence . In addition, the existing technology was incapable of any degree of sophisticated analysis or...
Digital Transformation at University of Manchester
Students and staff have high expectations of the technology that the university should provide. The reality was often disappointing. In particular, students had much better technology on their phones than the university was providing and staff costs were high through poor process and manual activity.
Digital Transformation Project at DWP
A 180 degree change in IT strategy in Central Government resulted in the decision to stop the outsourcing of IT and instead to bring everything in-house. This included the development of new services as much as possible using in-house staff and the introduction of the Agile methodology. It also meant more competitive tendering for additional...
