Outdated infrastructure and wrong IT team profile meant Dreamland was at serious risk ahead of their peak season in 2019
STAR Stories Indi
Building the capability to double a retail business in 5 years
As part of their growth strategy, moving from a predominantly UK retailer to a global brand, Superdry had plans to double in size over a 5 year period from 2014, but did not have the ways of working, processes or infrastructure to support that growth. Projects had also typically been run within individual departments, frequently...
How to Liberate >10% of the Organisation’s time to focus on Added Value Activities
CPO concerned about the organisational challenge to focus staff on strategic, value adding procurement. “Many companies are unaware of how their staff actually spend their time and the proportion of staff time spent on value adding activities. Senior managers are often unaware of how their actions generate non-value adding work.”
Category Contract Portfolio Optimisation – 15% fewer Contracts, Saving 10% Staff Time, 5% Costs
CPO receiving complaints from senior business leaders confused about who in Procurement to contact for support and below plan delivery of bottom line savings. Data showed expanded contract portfolios, fragmented procurement support and a time constrained procurement organisation, delaying the completion of value adding activities
Large Entertainment Organisation- Deep Dive, Digital Strategy and Delivery and OD
Executive Summary and Challenge My client, a large entertainment organisation required an overarching architecture assessment of 25+ of its core business applications legacy estate. A programme of projects was in flight, some projects were on track, other tracking significantly behind, a full review of its state of operations were required to address gaps in service...
Post-Merger Integration of Two Property Organisations
The client, a large UK-based property organisation recognised it required meticulous integration of its core applications. This was as part of a post-merger migration with another housing organisation. Due Diligence had been completed and they were half-way through the integration phase when the head of service/Deputy IT Director needed to move onto another role. This...
Help me spend £4bn on 18 Programmes across 9 Countries
Programme Director: I’m almost a Billion underspent on my Programme and 9 months late. A large global fund was almost a year into its four year programme and was underspent by quite a large number. The ask was “how can I speed up the programme and increase spend dramatically.” (Global aid money, so increasing spend...
BUSINESS AND SYSTEMS IMPACT ASSESSMENT for Payment Service Provider (PSP) integration
AEVI International GmbH’s acquirer bank customer wanted to integrate its instance of AEVI’s PaaS Marketplace web portal with a Payment Service Provider (PSP) to enable recurring subscription payments by merchants for 3rd party B2B Android apps.
Developing a Sourcing Strategy for Reverse Logistics to improve relationships, commercial performance and service levels
A Supply Chain faced a number of issues with its Reverse Logistics including: – Poor relationships with its suppliers – Poor financial performance – Poor relationships with Sales and Service – A large number of complaints related to the repair services provided – Service levels below its key competitors
Improved Decision-Making through Business Capabilities
An IT Director needed to encourage the senior and executive leadership groups to consider the whole of the business when making decisions. The organisation had been established with clear silos and over the years those divisions had deepened to the point that decisions taken from one narrow perspective were actively detrimental to other areas of...
