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I did a cultural transformation project for an entrepreneurial company with around 1600 employees. They were struggling with employee turnover and induction processes.
How does a Creative Organisation get more creative? Part of Channel 4’s remit is to demonstrate innovation, experimentation and creativity. Additionally it has to exhibit a distinctive character and support the development of people with creative talent.
The Procurement & Finance functions were disengaged with a project which entailed installing a case management and ERP system. This prevented the project progressing at the pace desired preventing key strategic deliverables being met.
Corporate Executive Board (CEB) had undertaken the first major piece of research into how and why people make purchasing decisions, since Professor Neil Rackham’s research on SPIN selling.
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...
EE were experiencing network performance issues during integration which were increasing churn.
SHL’s software delivery capability was not fit for purpose for a global, digitally led organisation.
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...
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...
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.