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.
STAR Stories Indi
Digital Transformation Programme – Research, Design, Development, Launch and Mobilisation
There was/is a recognised skills issue in change roles, such as business analysts, product managers, change managers, product managers and their ilk – resulting in difficulty hiring, managing and paying for skilled ‘digital’ people. As a business owner, I was unable to meet my client’s needs as I was just one person and I was...
Architecture approach for small business transforms their digital environment
A local company who provided publications incorporating reviews from global medical journals to the New Zealand medical profession were looking to uplift their website. They were running on an outdated Content Management System (CMS) and had lost trust in their existing provider. They were looking to replace the website with a solution that followed modern...
Using Data to Build New Digital Products
A Fortune 500 media company wanted to measure audience involvement to gauge interest in content and support a business case for new digital and print products for a daily newspaper.
Turning a group of high-performing executives into a high-performance, market-leading team
The client was an internal asset-management unit for a large multinational insurance firm. They had been told they would soon be cut loose from the mother company and were expected to turn themselves into a competitor on the open market, in the process losing their status as mandatory (or even preferred) service provider for the...
Bringing Success Back to an IT Services Team Conditioned to Failure
Ostensibly brought in on a business transformation agenda and to manage the IT Services function, it soon became apparent that IT Services had major functional and reputational issues and that these would prove a barrier to successfully delivering a business transformation agenda
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...
Business & IT Transformation in Northern Gas Network
Northern Gas are an award winning Gas Distribution company based in the North of England. The CEO Mark Horsley has been transforming NGN into a high performing asset management business over the last five years. Changing the culture, the ways of working and the technology to both improve customer service and at the same time...
The Merck Pharmaceutical and Healthcare Group – May 2012 – October 2013 Head of Global Payroll
The Merck group operates in 47 countries globally with 45,000 staff worldwide including 25,000 in Europe, Middle East, Egypt and Africa, a strong presence in Asia including India, Japan and China and throughout North and South America. The Group HR function was seeking to move away from a more German centric model towards a more...
