A telecoms organisation partnering with one of the largest IT companies, were engaged by a bank to deliver what was the world’s largest outsource agreement. The telecoms contract (value £100m), was due for renewal but despite significant time, investment and delivery resource spending, the telecoms organisation was consistently failing to deliver to the required standard.

Recruited for my ability to approach delivery from a customer perspective, I was tasked to understand the causes behind their delivery failures and to identify solutions to ensure the renewal of £100m per annum contract.

Engaged with the client, the IT organisation, other 3^rd party providers and internal business to identify the issues, which were:

1. A failure to understand the banking culture, in order to deliver services.
2. Attempts to ‘over’ service, which followed no structure and failed to consider the risk conscious nature of bank services provision to their customers.
3. A lack of control processes and governance to manage and monitor delivery.

An approach was established to address the bank performance improvement requirements with preparation and planning specifically designed enable bank confidence in the delivery capability, this involved:

• Close work with the business, partners and customer stakeholders to understand the technology needs, right through to their customer, define strategies to ensure effective delivery, control and ownership.
• Significant changes to operating performance, service delivery and governance to improve confidence

All elements of the contract were re-signed by the bank, (value £100m+ per annum), with an increase in scope through effective change management process and governance.

• Consultancy
• business and it operational processes
• Change Communications and Engagement
• Engaging communities and networks
• Strategic Communications

• Digital Enablement
• Organisational Agility & Effectiveness
• Purpose to Portfolio

• Technology
• Banking and Capital Markets