A global manufacturing client delivering a vast amount of large scale transition, transformational and continuous improvement projects annually in the £Ms. Lacked consistency in delivery methods, embedding change, and struggled to demonstrate benefit realisation and justify the high costs.
Enhancing Efficiency through Process Automation & Finance Transformation
A Financial Director (FD) of a large insurance company required a comprehensive evaluation of finance processes across the business. The aim was to identify areas for improvement and create a roadmap for implementing the recommended changes.
Successful Rescue and Closure of PFI Property Management Contract
Islington Council was facing challenges with the closure of a Private Finance Initiative (PFI) Property Management Contract for 4,000 properties. The issues stemmed from insufficient programme management skills, lack of technical expertise within internal staff, and inadequate stakeholder engagement within the Programme Governance Board.
Organizational Culture Transformation – The restaurant conundrum
I did a cultural transformation project for an entrepreneurial company with around 1600 employees. They were struggling with employee turnover and induction processes.
Cube121 BELIEVE
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.
Procure to Pay Process Engagement
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.
Challenger transformation
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.
Operations Improvement Project
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.
