The Logistics operation of an International Consumer Products manufacturing company wished to justify a new forecasting process. However they were unable to commit to financial benefits in terms of reduced current assets (stock holding) since many other factors could impact on those benefits.
STAR Stories Indi
Operational Acceptance Made Simple
“Why is implementing change in this place like wading through treacle?” – Business Change Director FTSE-250 company
Recovery of a RED RAG’d Programme and realisation of 15% savings in ongoing service
A £250M Global Network replacement Programme on the Governments “Large Expiring Contracts” register was halted after the it’s assurance body gave it a RED rating. The Government Department leading the Programme needed to recover confidence, find a way to deliver business case objectives and ensure continuity of service for all worldwide users of the network.
RAPID APPROVAL AND SECURE SPONSORSHIP OF CHANGE
As part of the annual planning process, the International Logistics Director of a major UK & International Retailer was required to put together a capital investment proposal for Change projects.
AI & Machine Learning saved the bank $5m
A potential compliance issue was expected to require an additional 950 FTE in Operations to solve. The CEO of the bank asked Technology to look for alternative AI and Machine Learning based solutions to reduce the additional FTE required in Operations to achieve compliance.
Realising cross-department synergies through CRM implementation
The client, a large further education college, needed to improve results in their relationships with external contacts. They had engaged a Microsoft Dynamics CRM provider and needed additional project management capability to implement this new tool.
Delivering engineering strategy through leadership team development
The engineering leadership team of a transport business needed to better develop, articulate and deliver their strategy. They had previously identified objectives but progress had stalled (‘day job’ taking priority) and activity was more often ad hoc and uncoordinated.
Surfacing issues and creating ownership through visual management
The senior leader of a construction team wanted the team to resolve issues more rapidly to better support project delivery needs.
How unlocking silos with an ‘unconference’ improved delivery efficiency and effectiveness
This team within a traditional transport business found that hierarchies were preventing truly effective collaboration. The team were completing project planning and preparation, and about to move into delivery – requiring faster pace and proactive support across disciplines.
Reduced rejection of business cases by implementing project process framework and check points
• Was engaged to provide governance oversight to a portfolio of projects. • Projects were often poorly prepared for staged funding approvals. • Delays to funding approval and hence delivery were common, and Internal Audit had recommended that this situation should be rectified.
