The client (Sellafield Ltd) is a multi-billion turnover multi-site organisation, with one of the most complex civil engineering operations in Europe. Because of its complexity, staff have broken the work down into “projects”, specific pieces of work, some falling into the category of megaprojects (>$1billion over 20 years), which they can do and report on...
Strategic Transformation and €400k Cost Reduction
An organisation in the financial sector had a limited understanding of the costs it was incurring from its internal shared infrastructure function, from where there was a lack of clear information and a cultural unwillingness to be open. Triggered by a recent acquisition, the business wanted to modernise, explore cloud-based options for application hosting and...
Define Business Analysis framework for complex Discretionary Portfolio algorithm solution.
The client needed to move away from their current platform as there were flaws in the system resulting in regulatory breaches and customer remediation. Due to the complex and bespoke nature of the underlying algorithms, it had been determined, through an external consultant, that there were no “off the shelf” products which were suitable and...
Delivering engineering strategy through leadership team development
The engineering leadership team of a transport business needed to better develop, articulate and deliver their strategy. They had previously identified objectives but progress had stalled (‘day job’ taking priority) and activity was more often ad hoc and uncoordinated.
Surfacing issues and creating ownership through visual management
The senior leader of a construction team wanted the team to resolve issues more rapidly to better support project delivery needs.
How unlocking silos with an ‘unconference’ improved delivery efficiency and effectiveness
This team within a traditional transport business found that hierarchies were preventing truly effective collaboration. The team were completing project planning and preparation, and about to move into delivery – requiring faster pace and proactive support across disciplines.
Improved financial control enabled a project portfolio to deliver within a constrained budget
I was engaged by a Portfolio PMO with an unprecedented focus on project finances. They had been tasked with ensuring the project portfolio could be delivered within an immutable annual portfolio budget, which had just been cut by 30% due to challenging market conditions.
How to Liberate >10% of the Organisation’s time to focus on Added Value Activities
CPO concerned about the organisational challenge to focus staff on strategic, value adding procurement. “Many companies are unaware of how their staff actually spend their time and the proportion of staff time spent on value adding activities. Senior managers are often unaware of how their actions generate non-value adding work.”
Category Contract Portfolio Optimisation – 15% fewer Contracts, Saving 10% Staff Time, 5% Costs
CPO receiving complaints from senior business leaders confused about who in Procurement to contact for support and below plan delivery of bottom line savings. Data showed expanded contract portfolios, fragmented procurement support and a time constrained procurement organisation, delaying the completion of value adding activities
A Social Value report that changed the law
My client, Phoenix Futures’ National Specialist Family Service (NSFS), had noticed that referrals into the service had completely stopped, and they didn’t know why. NSFS works with parents who are addicted to substances, but who face having their children taken away because their addiction means they can’t take care of the children. They need help...
