Global bank was undergoing a major structural transformation which entailed all support businesses being realigned to service four market-facing ones. HR was one of 13 support businesses who had to shift to a predominantly vertical business model.
Clear design, delivered on time & within budget = 3.3 Million satisfied customers following divestment
3.3 Million Life, Pensions and Investments customers had to be divested from a high street banking group. This was due to a European Commission ruling that the British government’s 2009 purchase of a 43.4% stake in the group counted as state aid. These customers were to receive no detriment in service, be a smooth seamless...
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.
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 Relationships with your Suppliers and Business Partners
Blue Chip Company Category and Procurement Team failing to deliver expected cost savings. Poor internal reputation amongst key stakeholders and business partners due to poorly structured contracts and failure to drive improvements and deliver innovative solutions with 3rd Party Suppliers, resulting in risk of undermining company’s competitive advantage. Low moral and motivation of staff within...
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
BUSINESS AND SYSTEMS IMPACT ASSESSMENT for Payment Service Provider (PSP) integration
AEVI International GmbH’s acquirer bank customer wanted to integrate its instance of AEVI’s PaaS Marketplace web portal with a Payment Service Provider (PSP) to enable recurring subscription payments by merchants for 3rd party B2B Android apps.
Improved Decision-Making through Business Capabilities
An IT Director needed to encourage the senior and executive leadership groups to consider the whole of the business when making decisions. The organisation had been established with clear silos and over the years those divisions had deepened to the point that decisions taken from one narrow perspective were actively detrimental to other areas of...
Digital Operations Transformation Lead
CTO needed an Operating Model to help adapt to Devops and Agile ways of working. The IT Operations Dept experienced daily outages with high priority incidents taking too long to be resolved (MTTR over 20hrs) Lack of business engagement etc.
