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...
STAR Stories Indi
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,...
Office-centric to 100% Remote in 3 Weeks
A company in Washington DC was facing a major issue with employees reporting to the office for work due to a multi-year metro-wide system upgrade that resulted in a multi-month station shutdown at the only metro station accessible to office workers. The company did not have a remote work policy. Some employees had always worked...
Optimising Internal Service Provision for a Professional Services Organisations
The Director responsible for the provision of internal services was tasked with streamlining and standardising the services provided to the fee earning Lawyers in a large London based Law Firm. These services included IT, Document Management, Printing and Secretarial Services. Secretarial Services and the associated Legal Secretaries who traditionally reported to Lawyers and Partners represented...
Rescuing a failing ERP Programme
In 2015 our client Hydro International (a medium sized business within the mechanical industrial industry) had kicked off an ERP implementation across their core business units in the UK and US totalling four major sites. The ERP selected was Microsoft Dynamics CRM & NAV solutions which included some specific modules relevant to the construction industry....
Building a Target Operating Model to incorporate a newly acquired business
Our client Hydro International (a medium sized mechanical industrial business supporting the water industry) based in the South West UK had acquired a business which added new products / services and offerings to its customers but hadn’t yet integrated it into the business leaving duplicated departments / roles, confusion for customers because processes were not...
