One of the largest building societies in the UK had invested heavily in data technology and associated change programmes but had not been able to unlock the expected benefits and value. Despite having made good progress with data governance initiatives data was still a significant business issue.
STAR Stories Indi
Solving business intelligence issues for a FinTech
A leading FinTech business operating in the Foreign Currency/Payments industry, had grown organically and through acquisition to a scale where data and business intelligence were critical to the business’s future growth, however, business requirements had outgrown existing capabilities.
Recovered a critical financial services infrastructure digital transformation
A digital transformation project for a key part of the UK’s financial services infrastructure was suffering from delays and in danger of missing its revised launch date. As well as the potential for delays to the new central infrastructure, there was the risk of delays with integration by the participant end users (UK financial institutions),...
Higher proportion of projects fit for purpose, on time and on budget
The product engineering team had been struggling for a few years to deliver projects and initiatives on time, and with the required quality. The business was highly frustrated, causing increased tension at the Executive level. Initiatives and projects were frequently being re-prioritised, partly due to a lack of confidence that the team could deliver ‘right...
Enabling a human centric culture for internal customer alignment
A digital business leader at a global analyst firm requested external support to align with a high-profile team, who were one of several internal customers. The CEO of this highly siloed organisation had recently pulled all people with digital skills from many different teams into a global, digital centre of excellence (CoE). This new CoE...
In-house digital media agency launch to turnaround poor performing product line
The company was suffering from high-levels of dissatisfaction, poor product penetration and repeatedly missed revenue targets for one of its digital media advertising products. The company was the reseller of a third-party product to provide media advertising services to their end customers. The third-party product could only be customized by the supplier, however change requests...
Rapid strategy agreement for company facing a “burning platform” and decision paralysis
The CEO understood that a strategic pivot was needed but was struggling to decide on the new strategy. The charity group consisted of one profit-making company, one loss-making company and charitable spend being managed tactically rather than strategically. The CEO recognised that the environment was that of a burning platform with exisiting revenue streams under...
How a 15-Year Old Company Re-engineered Its Business Processes
I was working with a software development team at a client. One day, their business development team approached me and said “This Agile stuff isn’t for us right? Is it just for developers?”
How We Ushered a Public Sector Enterprise into the Digital Era through Agile Transformation
A hybrid public sector enterprise in the US was constantly hearing from their workforce that products were always introduced as ideas, but nothing ever became of them in any reasonable amount of time. In 2017, they were still managing all their processes on paper.
How We Helped An Agency Expand Product Capabilities from 22 to 315 Locations in Just 9 Months
The client, a hybrid public sector enterprise with specialist contractors, had not delivered any product solutions – beyond urgent hot fixes – in several years. They were managing work through a spreadsheet, as they felt that other tools were an overkill. In the leadership team’s biweekly status meetings, this group never had anything to report,...
