Client was an alliance of public sector organisations (a health economy) with combined turnover of over £1 billion, and with an innovation portfolio of £60million per year. They had no way of finding out whether the innovation actually did any good – and they suspected it didn’t.
Transformation of multiple services
A public sector director had to cut costs for running the service and improve customer satisfaction from 20%. After some initial scoping we both realised that he needed to deal better with complex wicked demands by creating customer centric workflows. This was much more than simply improving the service processes, and the scope changed to...
M&S customers can shop better online
In 2013 M&S introduced a new 3-tier navigation menu, which caused confusion among their customers. Follow-up user testing and customer surveys showed that the navigation did not work well.
From IT Director to Group CTO through Enterprise Architecture
The sponsoring client was an IT director, newly anointed as the innovation director in a rapidly-growing SME – in fact, the next growth spurt is liable to make them a ‘large’ enterprise. The company had recently embarked on large-scale technology transformation, including replacing their core application and underlying infrastructure. Now that the big and obvious...
Create the world’s first Web-enabled Supply Chain
Nortel, a global telecommunications company at the time, like others in their industry, had a supply chain that ran into the thousands (3500+). At the time of the undertaking, it was a period of explosive growth in the industry that was also being compromised by unevenness in each telecom company’s supply chain partners’ ability to...
