Major UK based Managed Services organisation concerned that their multi-£m investment in my organisations SLM based technologies were not delivering value and were proving difficult to adopt.

When Merck merged with Schering-Plough, McKinsey were engaged to define the strategy to realize synergies as a result of this merger. In EMEA, the task of implementing this post-merger Integration strategy was assigned to the Regional HO based Business Partner. I was engaged to support her on this assignment.

The global logistics and supply chain client was losing business because they were not able to provide competitive quotes, optimally utilize freight capacity or exchange booking information across sales, operations and channel partners. Containers and eventually ships were being loaded with little or no pricing intelligence.

Big 6 energy company wanted to avoid customer disappointment at the experience of having a smart meter installed. These have been promoted as advanced technology that enables customers to manage their energy consumption and lower bills, but customer research showed they didn’t meet customer expectations and customers resented being told they were getting accurate bills...

With the Low-Cost airline market maturing, my client wanted to transform its retail website from a simple booking engine to a complete travel proposition addressing all aspects of the travel planning journey.

The levels of information security risk across federated SABMiller’s landscape varied. There was lack of consistently applied policies and information security measures. The information security awareness amongst the company leadership was inadequate.

SABMiller knew that consumer and customer intimacy is one of the key pillars of its marketing and sales strategy. SABMiller Global Executive Committee decided to embrace digital technology to improve engagement with its customers and consumers.

SABMiller’s investment into technology was directed towards the development and deployment of the Global Template. Once the implementation covered countries producing 60% of Net Producer Revenue, it became essential to bring the investment to a sustainable level. However, the markets were starved of investment due to focus on Global Template and the business demand exploded...

Changes were taking too long and costing too much. New CEO wanted better responsiveness and cost control. Average project duration ~24 months. Average project leadership overhead (PMs, PgMs, PMO, etc) ~47%.

Follow-the-sun organisation with legacy on-premises CRM system in use across many non-CRM use-cases decided to upgrade to cloud CRM solution. No requirements in place at start of project. Product Ownership for the new system sat with Sales. No organisational responsibility for the supply chain to the customer at any senior level (it had ‘just worked’...