The Situation

The group operating in the O&G subsea service across UK, Norway and Singapore, showed a dangerous lack of coordination between HQ and subsidiaries in managing leads and Bids participation, often with the same existing or new clients as a group but with diverse legal entities. The same machinery and tools used across the group presented different prices per day for the same Clients,  no marketing synergies among the three legal entities (i.e. referrals for jobs successfully completed,  no machinery scheduling and shared information missed  or delayed delivery dates offshore).

The Task

  • Uniform process and procedures assigning to the HQ in the UK the role of effective coordinator for marketing and sales; ; machinery utilisation scheduling; preventive – after job maintenance.
  • Assessment of change and business impact of the unifications
  • Functional and training requirements gathering
  • A Parallel roll-out of ERP and CRM across the group
  • Final assessment of the adoption levels and gaps covering

The Action / Approach

  • Process reengineering  analysis and implementation for Sales, marketing, maintenance warehouse and logistic unifying processes and procedures,
  • Requirements and user cases created for ERP and CRM
  • Supervised implementations for CRM and ERP
  • Managed as a change agent, change strategy, communications, resistance management, training delivery,  with the impact of local national and business culture, reducing opposition and resistance
  • Created adoption metrics and knowledge gaps assessment to evaluate both benefits and gaps covering activities
  • Made the decision-making process more effective and consistent
  • Supported business benefits realisation

The Result

  • Progressively increased the number of BIDS (12%) including different pricing and offering of machinery available globally
  • Revenues increased by 11%
  • Lead time for delivering off-shore machinery personnel reduced by 16 days
  • improved planned maintenance and utilisation rate of 7%
  • Overall adoption of 95% with services optimisation and effectiveness and transforming cultural differences in group motivation
  • Improved strategic and operational information and decision suppor

Focus In On: Responsible for Business Architecture

New Areas of Value:

Communicate business capabilities, maturity and the value of architecture

Provide strategic and operational business decision support

Turn strategy into projects and / or programs

Optimise service efficiency and effectiveness

Improvements around:

Political and cultural resistance

Relevant Industries

Practice