Transformation Case Study
Transforming Delivery Across 60 Projects, 26 Teams and 200 Colleagues
- Achieved cost savings exceeding 10%
- Improved workflow efficiency by almost 20%
- Supported delivery across 60 projects, 26 teams and 200 colleagues
OUTCOMES
- Reduced impediments by 30%
- Improved strategic alignment by 60%
- Increased operational visibility by 50%
CHALLENGE
The Enterprise Risk business needed to improve delivery flow, increase visibility, strengthen strategic alignment and create a more consistent approach to execution across a large and complex portfolio.
Teams were operating with varying ways of working, making it difficult to track progress, identify issues and demonstrate business value.
The mix of legacy software with significant technical debt, an increasingly competitive market and a strategy to move to cloud-based solution and operations required new ways of working, based on cross-functional teams with a client-first approach to faster realisation of value.
APPROACH
Led the end-to-end transformation from discovery through implementation to sustainability.
Developed strategic objectives, aligning portfolio priorities to business outcomes.
Created leading and impact business metrics to provide a fully data-driven culture of continuous improvement.
Introduced delivery governance and implemented consistent Agile and hybrid delivery practices across multiple product lines and client-facing teams. Implemented regular health reviews for engineering, project and client support teams.
CONSULTANCY VALUE
Demonstrates portfolio transparency, operating model transformation, governance design, KPI development, executive stakeholder engagement and enterprise-scale multi-functional delivery improvement.
Recovery Case Study
Turning Around a High-Risk Banking Programme
- Successfully recovered the programme
- Restored client confidence
- Provided consultancy to clients to improve team performance
OUTCOMES
- Improved client perception of the business team by 100%
- Re-established delivery momentum and programme control
CHALLENGE
A critical reconciliation platform upgrade at a global Tier 1 bank had become at risk, causing concerns around delivery confidence and client satisfaction.
The engagement required rapid intervention to restore momentum and rebuild stakeholder trust.
Internal operating model changes were required to realign skills and experience with delivery needs.
APPROACH
Conducted programme assessment, identified delivery risks and dependencies, and strengthened governance controls
Re-established stakeholder engagement and focused delivery teams on critical outcomes.
Worked closely with client leadership to improve transparency and confidence in delivery execution.
CONSULTANCY VALUE
Demonstrates PMO maturity and governance, executive stakeholder alignment and recovery of high-profile client engagements.
Complex Change Programme Case Study
Delivering Complex Post-Merger Integration Across Multiple Workstreams
- Successfully integrated 400+ colleagues
- Delivered accountability across all 9 functional workstreams
- Maintained operations for the acquired organisation throughout the integration programme
OUTCOMES
- Maintained programme governance throughout a highly complex integration environment
- Enabled successful organisational consolidation within planned timescales
CHALLENGE
Following a $500 million acquisition, more than 400 new colleagues were to be integrated into the target organisation.
Both organisations were regulated so maintaining business continuity was a critical requirement.
Seamless coordination across multiple functional business areas was required to maintain business operations and programme control.
The business case demanded successful integration of technical and operating platforms with significant knowledge transfer and training required to ensure SLAs were maintained.
APPROACH
Facilitated multiple workshops during programme discovery across UK and US sites. Established business and corporate governance structures to ensure timely decision-making throughout the integration lifecycle.
Created multi-timeframe plans from initiation through execution to close and post-close first 100 day activities and sign offs.
Directed programme delivery across all functional workstreams, coordinating stakeholders, managing dependencies, and running executive steering meetings.
Managed competing priorities while maintaining alignment with strategic business objectives.
CONSULTANCY VALUE
Shows programme leadership, portfolio governance, executive stakeholder management and enterprise-scale change delivery.