The Telecoms client has grown quickly by acquisition, but had not harmonised the job roles or processes of the whole Service Management organsation, and hence their big global customers were receiving a patchy and confusing service, and were complaining.
Divisional turnaround across Europe
The European division of a leading Data Analytics company had not hit its sales and profit goals, and the MD was fired. New MD wanted me to plan and lead a profitability turnaround programme to revrse the situation, while he assessed the other board members.
Busines separation programme for a Regulator
A UK Education Regulator was concerned that its parent Government Department was to be abolished (which did happen), so it needed to be split out as a fully independent entity.
Setting up a Utilities 8-way JV to improve capital programme delivery
This Scottish Utility had terrible capital programme delivery performance, with 20-30% overruns of cost and time. The COO wanted to collaborate with English utilities and suppliers to import a better performance culture, since England had been deregulated for some 10 years already. With the 8 JV organisations signed up in principle, they wanted an independent...
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Ontwerpers hebben vaak een haat-liefde relatie met “lorem Ipsum-teksten”. Ze leveren wel eens discussies op. Sommige ontwerpers hanteren immers de ‘content is koning’-filosofie, dus die beginnen met het ontwerpen van een website of mobile app zonder dat ze content hebben om mee te werken. Leverage agile frameworks to provide a robust synopsis for high level...
Digitizing the management of Peruvian public investment
Delay in the implementation of the computer system to manage public investments of the Peruvian state at different levels of government through the Ministry of Economy and Finance.
Performance Improvement within a Financial Institution
The client, a large global financial institution was undertaking a transformation programme to significantly improve the performance of the IT Department. They were committed to moving to CMMI Level 3 within a 6 month period with an ambition to move to CMMI Level 5 within 2 years. There was additional requirement of ensuring the organisation...
Design and delivery of finance transformation programme for multinational client
The CFO had a vision for a value-adding, cost effective finance function which would improve compliance and also deliver a better service to internal stakeholders. The challenge was that the CFO’s direct reports were fully engaged on business as usual operational tasks and lacked both the capacity and the change management experience to deliver a...
Cross Trade Supply Chain Merger Integration
In the immediate aftermath of a global merger of the world largest pharmaceutical manufacturer, work programmes across the organisation were established to develop integration plans and a migration strategy to ensure continuity of business in the ‘new world’ of the combined organisation. In the Supply Chain / Logistics area, new systems were deployed to ensure...
Communications for operational change across 10 siloed functions – Retail
The business planned to transform the end user experience for all contact centres as part of their overall transformation.
