A client approached me, initially with a request to cast a measure on the Manufacturing arm of the business, with the aim of indicating how well it was performing and to provide details on the opportunity for improvement. I requested definition on the scope of the project, as my experience tells me that ‘issues’ in...
Improving network performance to reduce churn at a telco
EE were experiencing network performance issues during integration which were increasing churn.
Transitioning a global SaaS company to Agile ways of working
SHL’s software delivery capability was not fit for purpose for a global, digitally led organisation.
Sales-marketing B2B operational and maintenance group transformation
The group operating in the O&G subsea service across UK, Norway and Singapore, showed a dangerous lack of coordination between HQ and subsidiaries in managing leads and Bids participation, often with the same existing or new clients as a group but with diverse legal entities. The same machinery and tools used across the group presented...
Transitioning From Failure to Success : Financial Services
A Global Financial Services organisation had a regulatory mandated system integration programme running for 2 years with no tangible outcomes. The programme was over budget and in danger of risking the organisation’s presence in the US market. The operational impact resulted in part of the organisation heading for regulatory standards enforcement, presenting a significant challenge...
Cost Centre Transaction Reporting Process Improvement
The Finance Transformation Programme of a multi-national pharmaceutical organisation realised it would not be able to decommission two legacy applications, and therefore miss their cost-saving objectives, because a number of key reports, used by 300+ users worldwide, were not within the scope of the project.
Delayed Go Live averted in a late drive to save cost
Hotscan licences were needed for Sanctions look-ups introduced by new Operating Manuals for all First Line KYC and Due Diligence teams. However, Software, nor a new operating model were part of the Global Programme scope but a hard dependency on the regional BAU team to organise. Three weeks before Go Live and after Operating Manual...
Global service management improvement
The Telecoms client has grown quickly by acquisition, but had not harmonised the job roles or processes of the whole Service Management organsation, and hence their big global customers were receiving a patchy and confusing service, and were complaining.
Performance Improvement within a Financial Institution
The client, a large global financial institution was undertaking a transformation programme to significantly improve the performance of the IT Department. They were committed to moving to CMMI Level 3 within a 6 month period with an ambition to move to CMMI Level 5 within 2 years. There was additional requirement of ensuring the organisation...
Change management for multiple tech changes – Insurance
The business needed to upgrade their Windows OS at the same time as reshaping customer processes through customer led design and introducing automation for some tasks.
