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.
Change management for core platform upgrade – Retail
The business needed to upgrade its core customer platform
Changing culture ready for business transformation – Insurance
The business did not have a communication, engagement and culture strategy. They were starting a period of transformation.
Communicating for business reintegration – Banking
The business needed to reintegrate with the parent company, having started a journey to divestment.
Operationalising CRO function – UK client
The client selected a ‘Hard Brexit’ scenario and mobilised a programme to secure market access for clients in remaining EU27 countries. Two exstant EU entities in Madrid and Frankfurt would be repurposed to ensure business and revenue continuity.
Fast access to reliable data enables front-line decision making
The company needed to move from inefficient Excel reporting because it does not sufficiently support decision-making in a modern, data-driven organisation.
A brand new corporate purpose for a troubled pharmaceutical firm
Mundipharma is the international division of US company Purdue Pharma, based in the UK, with presence across most of Europe, and annual revenues of €1 billion. Having specialised primarily in pain relief – benefitting from the global sales of the opioid Oxycontin and related products – Mundipharma had, several years prior to this project, begun...
