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...
Ensuring innovation works – across a portfolio
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.
Keeping people healthy through consistent first point of contact
People (clients, the population) were going to the wrong part of the health service. They either didn’t go until they were really sick, meaning they suffered loss of quality of life, and the only appropriate care was the most expensive (emergency admission to hospital), or they visited their GP up to 6 times per month...
Award Winning implementation of Computer Integrated Manufacturing
Working directly to the CIO and CEO, this project involved the replacement of all company systems at this manufacturer of specialised mining and lighting equipment. The systems under implementation covered all the office related business functions of MRPII / ERP integrated to flexible manufacturing cells (FMS) with automatic guided vehicles running under the control of...
Helping you to manage your Business Partners, Customers, and Clients.
I received a call from a Senior Project Manager asking if I could help? They were spending their day’s firefighting issues. Taking one step forward and two steps back. The firefighting was stopping them from delivering their job which was to deliver a digital printing capability to the Client. The Client wasn’t happy with the...
Escaping from Legacy Systems
A major UK Financial Services company had undertaken an in-depth study into its legacy systems. The estate had grown significantly as a result of acquisitions and mergers and had become costly from both an operational and administrative perspective. A decision was made to outsource over 2.8m closed book policies to a third party administration system...
Transformation of Finance Function to deliver superior partnership to the business
* The Finance function was behind the curve in the adoption of Technology and Processes * There was NO standardisation and each unit followed its own processes * There were 100’s of Excel Sheets while SAP ERP was used only as a voucher entry system * Finance Costs were high * No meaningful business partnering...
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.
Business Process Transformation for a Commercial Bank
The bank had a silo-based operational model which impeded process efficiency, transparency and compliance. The COO was keen to explore and then implement tools which would enhance the end to end management of key operational processes, enhancing teamwork and collaboration and reducing cost and risk. Once the assignment got underway, many of the CXO team...
The Transition From Help Desk to Colleague Care
Whilst IT services at Northern Gas Networks (NGN) were by no means universally bad, there was a clear opportunity to improve service experiences and provide better value to the business. Two outsourced suppliers were providing three different IT service desks to an organisation of fewer than 1,500 people, all with different service scope, processes, standards...
