EE required a coherent implementation plan following their formation.
Leading the restructuring of Sky Sports channels
Sky were planning a major restructuring of their Sports product.
Improving network performance to reduce churn at a telco
EE were experiencing network performance issues during integration which were increasing churn.
Turning around an underperforming PMO team
SHL’s Digital PMO team were being set up to fail; under-resourced, low on motivation and with ill-defined roles that were not appreciated by the wider organisation.
Transitioning to Lean & Agile delivery in a global tech company
SHL’s product delivery approach was unable to support its new digital transformation strategy.
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.
Business Development and Revenue Growth in Aftermarkets
A well-known manufacturer of household appliances wanted to increase its sales of insurance to protect customers against the cost of breakdown or accidental damage. In so doing, it planned to increase its aftermarket revenues and better leverage its investment in its-house repair network.
Turning around Kolkata edition of The Asian Age
Kolkata edition the flagship edition of The Asian Age in troubled waters in transit from One franchisee to another. The Asian Age created history in India for one of the fastest growth by a newspaper. One of the key reason for its rapid spread and growth was its franchisee module. An unheard of concept in...
Customer Centricity and Quality Standards in Contact Centre Operations
A global leader in electrical heating and ventilation solutions was transforming its contact centre operations to provide a consistently high standard of contact handling matched to customer and business needs. As part of this transformation, it remapped its customer journeys and implemented a contact centre quality assurance system.
Real time payments platform due diligence and build
Two engagements, the second a follow on: Exec committee needed to know what it would take to scale their current critical payments software from 3 to 14 countries. The current thinking was to create 14 teams. Determine the gap between the current system and the New Payments Architecture. Build a cloud native platform using technologies,...
