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Our Projects Complex Challenges met head-on
We have listed a few examples of the work we have delivered internationally
Aerospace
The challenge: Start-up space Tourism Company needed to develop a clear business strategy and plan to raise VC funding.
Problem solved: Developed a 5-year full market projected growth strategy and designed a comprehensive portfolio for investors. Enabled them to raise first tier critical funding for CAPEX and OPEX requirements.
The challenge: Strategy implementation and culture change for a German-based, global industrial manufacturing and aerospace firm, needing a strategy implementation and culture change management infrastructure, a project management process and tools, cross-functional coordination, cultural alignment planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, and results measurement and reporting.
Problem solved: Implemented a strategy implementation culture change management infrastructure (i.e. steering team, and implementation project management team, and implementation task forces), resulting in detailed implementation plans and for people, processes, and systems, delivering accelerated strategy implementation and culture change.
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Charity
The challenge: National charity needed to devise a comprehensive fund raising strategy and train its fund raising department to deliver that strategy.
Problem solved: Due diligence exercise to enable the fundraising department to accurately understand the strategy that they need to create and deploy. Coaching and training workshops to enable them to skilfully deliver that strategy with on-going feedback to make subtle changes to how they deployed their objectives.
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Chemicals
The challenge: Global company wanted to release the talent of its employees to improve morale after a major merger.
Problem solved: Developed a major empowerment programme, including establishing internal career counselling.
The challenge: The merger of two large US-based, global chemical companies, needing pre-close organizational and cultural due diligence, an enterprise-wide merger management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem solved: Implemented a merger management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
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Eduction
The challenge: To install a continuous improvement programme to improve the quality of delivery and improve staff morale and motivation.
Problem solved: Installed the Genesis Transformation programme and enabled the institution to improve its league table ranking, including raising employee morale. This was replicated in over 300 comprehensive schools in the UK.
The challenge: To provide European Foundation of Quality Management Training –EFQM, to improve organisational performance, competitiveness and the way the organization manages and organizes themselves. Involving representations from every department this immersive training takes place on an annual basis. All areas affecting the organization are included. The objective was to establish an excellent foundation score for the first year..
Problem solved: They surpassed their baseline score and have grown exponentially as an organization since incorporating EFQM in their business strategy.
The challenge: Primary and Comprehensive schools needed to implement a change management progreamme to improve staff more, emply cost savings tools and improve leadership including the quality of educaiton delivery
Problem solved: Imp[lemented our Genesis Transformation Programme to over 300 schools in the UK with all targets being met
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Energy
The challenge: Global Oil and Gas company wanted to modernise and revolutionise their Talent Management System. They had 18 independent and disparate systems that were inherently dysfunctional in achieving desired outcomes in talent management, development and retention.
Problem solved: Installed a unified talent management system that today delivers outcomes in talent acquisition, development and retention across 37 countries. Tracking the development and career progression of 70000 employees (at all levels) globally and providing real-time data and analytics on each employee to enhance decision making in HRM and HRD in the company.
The challenge: The organisation had been working within a period of significant change consolidating on recent acquisitions and readying themselves for the next phase of business development. The lack of a talent and succession agenda in the business did not allow them to identify future talent and get them ready quickly to support growth plans. Additionally, the organisation was preparing itself for stock market floatation and it was recognised that talent and succession would be an important element of the IPO process.
Problem Solved: Designed and provided leaders with practical training in utilising bespoke talent tools that gave structure around identifying and developing talent and succession. This allowed them to complete their talent potential matrices for their teams and input into the succession plan for their respective areas. This approach afforded a standardised approach across the company that directly supported a successful market floatation and directly contributed to double digit increase in engagement scores in 2 years.
The challenge: Improve executive talent development and selection for large global energy company.
Problem Solved:Increased efficiency and effectiveness of executive candidate selection by 47% through R models for predictive and prescriptive analytics during first trial cycle
The challenge:Improve efficiency in employee development cycle to bring employees up to job-ready status
Problem Solved:• Increased efficiency of employee development cycle by 70% through developing new HR policies and project management on SAP ERP HR systems implementation for global leader in crude oil and petroleum products production, distribution, processing, and transportation. • Promoted the idea of Quality Individual Development Plans (IDPs); linking employee IDPs to Business Objectives and educate supervisors on making the link between their business objectives and their available talent. • Developed and advanced the idea of applying Total Quality Management (TQM) techniques to IDPs to develop self-perpetuating best practice techniques. • Developed the proposal for a Global Oil and Gas Companies Corporate Talent Map showing how Human Capital and HR Processes directly influence the Corporate Strategic Goals. • Advocated the idea of developing a Return on Investment (ROI) methodology for HR. Bringing HR and Company Core Business closer by implementing a methodology to monetize Training & Development initiatives and provide this information on the SAP Balanced Scorecard for management. • Initiated and hosted the 2012 Manager’s IDP approval event. The event generated a 14% increase in the overall IDP approval rate raising it from 64% to78% and exceeding the targeted 75% approval rate KPI.
The challenge:prevent data leakage of confidential and government confidential documents for large global energy company
Problem Solved:• Developed and implemented Department information security procedures which reduced data leakage and loss risk by 80%
The challenge: Improve system to mobilize employees world-wide for large global energy company
Problem Solved:
Improved productivity 80% by directing decommissioning of legacy Personal Effects Tracking System. Re-engineered entire business process and migrated system from mainframe to Web/SAP MM R/3, and automated all relevant processes. Managed change management process to achieve business acceptance and smooth transition to the new system. Facilitated 50% increase in productivity by automating SAP MM Personal Effects Tracking System cash-in-lieu functionality. Streamlined business process and led design and implementation of new system within framework of the SAP MM Personal Effects Tracking System.
The challenge:design and implement an ERP contract management solution for a large global energy company
Problem Solved:• Contributed to $500K savings by re-engineering business processes, designing and implementing a SAP MM Entry Sheet Verification system that streamlined invoicing process eliminated manual invoicing, and introduced SAP receipt settlement process for the entire company. • Realized $10M in savings through implementation of SAP MM/ES systems. • Saved $13M by implementing Oracle and PowerBuilder contract management system that increased efficiency and accuracy.
The challenge:convert hard copy and multiple format contract documents into a standard format within an ERP for large global energy company
Problem Solved:• Successfully managed conversion of 3,500 contracts consisting of 1.5M service contract descriptions into SAP. • Earned Manufacturing Operations Automation Achievement Award.
The challenge:There was a pressing need to change the culture of this energy Plc organization business from R&D / engineering excellence to delivery of commercially viable engineering solutions to meet clients’ needs. Demanding client expectations were not being met as technical solutions were unclear. And multiple projects competed internally for finite resources (funding, design input and management support) without clear priorities and design direction.
Problem solved: Our priority was to consolidate all change initiatives into a transition plan and rigorously lead and manage the process to initiate the culture change required. To optimise the Project Management Teams’ performance, we evaluated and restructured the Programme Delivery function. Additional permanent and interim project managers had to be recruited and integrated in technical teams. Working with the MD and COO, we aligned the allocation of highly technical resources to project teams. To drive the shift toward delivery led by project management, rather than specialist engineering, we put in place a robust review and reporting process to prioritise new projects. This also managed the activity inflow to avoid resource conflict, as we instilled a culture of inter-departmental collaboration. Meanwhile, at Board level, I was able to challenge the directors to prioritise the commercial and technical viability of long-term projects, so that some were rationalised in favour of others. The Board and all stakeholders endorsed the revised strategy. Our recommendations for commercialising projects were agreed and implemented. Projects selected through the new process are meeting client requirements, and running on time and on budget. Team dynamics have greatly improved. Now led by a former project manager, the entire team of project managers, business development and operations managers are motivated to deliver the business plan. This major energy player is on track to meet its financial and strategic objectives
The challenge: Strategy implementation for a US-based oil and gas firm, needing a strategy implementation management infrastructure, a project management process and tools, cross-functional coordination, cultural alignment planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, and results measurement and reporting.
Problem Solved: Implemented a strategy implementation management infrastructure (i.e. steering team, and implementation project management team, and implementation task forces), resulting in detailed implementation plans and for people, processes, and systems, delivering accelerated cost and revenue targets achievement.
The challenge: The acquisition integration of two West Coast-based oil and gas firms, needing pre-close organizational and cultural due diligence, an enterprise-wide acquisition management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem Solved: Implemented an acquisition management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeding targets.
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Fashion & Arts
The challenge: An international Fashion brand wanted to ensure talent retention of their middle managers in their HQ including store managers in some of their global outlets.
Problem solved: Designed and delivered a comprehensive coaching and mentoring programme to ensure that their personal and professional development needs were addressed.
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Finance
The challenge: Global bank needed to provide middle managers with coaching and support for a major transformation programme across the world.
Problem solved: Provided coaching sessions to over a 200 managers to enable them to understand the change programme and what was expected from them to consolidate the change.
The challenge: The acquisition integration across various industry platform companies for a large, global private equity firm, needing pre-close organizational and cultural due diligence, an enterprise-wide merger management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem solved: Implemented acquisition management infrastructures (i.e. steering team, due diligence and integration project management team, and integration task forces) across various platform companies, resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
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FMCG
The Challenge: Distribution company wanted to establish a major centre in the Midlands in the UK and needed to hire an executive management team.
Problem solved: Provided search and recruitment activities globally to bring on board the team they needed. With the right leadership in place they were able to build a new Centre and employ over 500 local people.
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Government
The challenge: To take an ethical stance against crime and corruption after having discovered an illicit money laundering operation which was on-going between a government official and the CEO of a major manufacturing company.
Problem solved: A joint covert operation was set up with the FBI and US District Attorney in Washington to bring the criminals to account and save the $800K per month swindle from perpetuating.
The challenge: The UK Government wanted to open up the UK postal market to competition whilst breaking the monopoly of Royal Mail in the market.
Problem solved: Set up the UK PostComm (Government Postal Market Watch dog) strategy – the UK postal mail regulator – to open up the mail market. The Royal Mail monopoly was broken and today, with a licence, any organisation can deliver mail in the UK postal market.
The Challenge: To ensure cross-departmental working and the building of organisational response confidence during a national emergency.
Problem solved: Developed, Designed & Delivered a specific programme for joint working between the lead government ministry and the MOD to use military search and rescue aircraft and ships to find a vessel missing in the Atlantic and recover the essential equipment on board.
The Challenge: To devise and establish a strategy for a joint working methodology and understanding between the 3 main emergency services (Fire, Police and Ambulance) and a plethora of voluntary support organisations in the country.
Problem solved: Executed the detailed strategy, which combined major exercises involving all stakeholders. This greatly improved cooperation and coordination between the previously disparate organisations.
The Challenge: Major UK city wanted to transform its management and how it developed its business strategy.
Problem Solved: Installed Genesis Transformation programme for 2 years and completely transformed how their leadership and management teams worked together to make decisions that affected thousands of citizens.
The Challenge: To modernise and refresh the image of a national organisation which had become static, unresponsive and had failed to adapt to a changing environment.
Problem Solved: Re-branded the organisation with a contemporary website, new logo, fresh commercial approach and a more customer friendly ethos. This resulted in a 20% increase in business.
The Challenge: To manage the cultural transition required when 5 disparate army logistic corps were merged into one.
Problem Solved: Developed a common ethos and binding strategy based around the unifying concept of ‘Fighting Logistics Through’. The merger saved £19MM per year running costs.
The Challenge: To create a business growth strategy ensuring stability whilst the company was transited from small to medium in size.
Problem Solved: Introduced an EFQM based development programme, which grew turnover from £8M to £14M in 12 months and customer satisfaction reach 96%.
The Challenge: Strategy implementation and culture change for various US-Government agencies, needing a strategy implementation and culture change management infrastructure, a project management process and tools, cross-functional coordination, cultural alignment planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, and results measurement and reporting.
Problem Solved: Implemented a strategy implementation culture change management infrastructure (i.e. steering team, and implementation project management team, and implementation task forces), resulting in detailed implementation plans and for people, processes, and systems, delivering accelerated strategy implementation and culture change
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Healthcare
The Challenge: Global health care giant wanted to review their HR policies and practices against current government employment and diversity legislation.
Problem solved: Conducted a thorough due diligence and forensic HR audit on their business in the UK and produced a comprehensive report outlining both their strengths and shortcomings in this regard. This impacted their public statements including their values and lead to a number of significant changes of their HR policies, including the hiring of women and minorities and their parity in terms of salary and benefits.
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HR
The challenge: Global company needed a Talent Management and HRIS solution to ensure the management of their human resources were more efficient and cost-effective.
Problem solved: Structured a highly complex strategy driven by IT solutions which involved managing multiple IT teams and beta testing several models that were then merged and then integrated to the companies IT structure and future strategy. This project over 70000 employees over 30 countries. A highly successful project that set a precedent for the company in terms of both efficiency of the management of human resources and removing considerable costs from out-dated planning and employee development tracking.
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Insurance
The challenge: Global insurance provider call centre in the UK was consistently running at a loss and was inefficient in delivering the desired results. The company wanted to have a major presence in China.
Problem solved: Completely de-installed their call centre business in the UK and re-installed it in mainland China. Today it is helping them with both major cost savings and a significant influence in Asia.
The challenge: The acquisition integration two large Canadian-based insurance firms, needing pre-close organizational and cultural due diligence, an enterprise-wide merger management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem solved:Implemented an acquisition management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
The challenge: The merger of a Dallas-based with a Chicago-Based insurance firm, needing pre-close organizational and cultural due diligence, an enterprise-wide merger management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem solved: Implemented a merger management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
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IT
The challenge: IT department in a global company wanted to better understand how their own technology developed tools would be taken-up by their employees. What would be the enablers and disablers.
Problem solved: Ran a comprehensive beta testing exercise which included questionnaires, interviews and focus groups both pre-launch and post-launch. Helped the IT department understand how non IT people think about IT and how better to communicate the benefits of their products. It also enables people to use their IT tools and resources in a less complicated manner.
The challenge: A major market research company with a strong global acquisition strategy needed to ensure that its rapidly expanding workforce had access to quality learning to support its people development.
Problem Solved: Initiated newly designed Global Academy of Excellence utilising web based technologies in support of the L&D strategy which increased access to learning for c14000 employees and generated £250k of savings in the first year of operation. An integrated LMS provided critical metrics to measure ROI and demonstrate value-add to the company business plan.
The challenge: The joint venture between a Texas-based, global technology firm and a Canadian-based financial services firm, needing pre-close organizational and cultural due diligence, an enterprise-wide joint venture management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, and results measurement and reporting.
Problem Solved: Implemented an joint venture management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue results which exceeded targets.
The challenge: The acquisition of a Canadian-based technology services firm by a Silicon Valley-based, global technology hardware firm, needing pre-close organizational and cultural due diligence, an enterprise-wide acquisition management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem Solved: Implemented an acquisition management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
The challenge: The acquisition integration of a Chicago-based software firm into a Silicon Valley-based software firm, needing pre-close organizational and cultural due diligence, an enterprise-wide acquisition management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem Solved: Implemented an acquisition management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
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Legal
The Challenge: Magic Circle Global Law Firm needed to train and develop their Senior Partners to become effective managers and leaders.
Problem solved: Designed and delivered an international development programme which was delivered in London, New York and Hong Kong for a 5 year period, leading to a complete transformation of their partnership structure.
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Leisure
The challenge: Chain of high-end gyms in Canada needed a new 5-year business plan which included expansion and a view to a flotation 10 years hence.
Problem solved: Developed a comprehensive strategy and business plan which enabled them to improve revenue and raise capital for expansion and laid the foundation to build on that success for an IPO.
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Life Sciences
The challenge: An international R&D corporation in the Life Sciences space wanted to improve the management and leadership skills of its senior scientists who manage research and academic teams.
Problem solved: Designed and delivered a series of leadership development workshops across the company and on multiple sites, which included post-coaching support. Improved team functioning and decision-making.
The challenge: To monetize a world-class biotechnology incubator owned via a JV with a global healthcare provider and a major university.
Problem solved: Designed and delivered a detailed strategy to monetize and bring-to-market world-leading biotechnology to capitalise on the innovative work of renowned researchers.
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Manufacturing
The challenge: To ensure that there would be sufficient qualified underground tunnelling construction workers to directly support one of Europe’s largest Engineering projects and to increase the number of workers generally within an industry where historically these specialist skills were in decline, due to an ageing workforce.
Problem Solved: Designed and built an Academy, that included the fit-out and procurement of a training provider, to directly support the specialised area of underground construction. This resulted in over 5000 new training starts in first 2 years of operation and revenues of c£1.3m per annum, thus ensuring the successful completion of a £14.8bn national project.
The challenge: Historically, the organisation had not trained in ‘leadership’ and people had been promoted mainly on ‘technical’ competence. Hence, this had led to a ‘gap’ in leadership capability at senior levels in the organisation. The lack of ‘key’ leadership competence at senior levels was potentially going to restrict the organisation’s capability to be responsive to both short and long term challenges.
Problem Solved: An innovative one-year Strategic Leadership Hi Pos programme was developed that offered a blend of 3 core modules, a Dragons’ Den to present business ideas and individual insight. Individual insight came from an assessment centre report and a 360 based on bespoke leadership differentiators. There was a significant positive correlation between programme completion and company engagement score resulting in a 30% improvement in the 3 key areas of individual leadership competence. Additionally, there was an estimated £2m revenue increase in year 1 from new business ideas/initiatives introduced to the company via the Dragons ’ Den, many of which are still in place today.
The challenge: A major house builder wanted to introduce core talent management and retention processes involved in the development, performance management and deployment of its people to directly support the development of the very best employees. The challenge was to develop and integrate an innovative talent programme to ensure the organisation was in a leading position to respond to the recovery in the housing market, both in terms of attracting new talent and retaining and motivating current employees.
Problem Solved: Designed and successfully integrated a winning Talent management strategy proven to continuously improve the calibre and capability of people and drive cultural change throughout the organisation (c5000 employees). The introduction of a group wide succession plan, career pathways and talent pipelines coupled with a comprehensive leadership development programme, saw a 40% increase in internal promotions and strong business correlation between developed leaders and engagement across the company from 41% to 57% in one year.
The challenge: Global car manufacturer needed two layers of middle managers stripped from the company and outplaced as part of a complex downsizing project.
Problem solved: Several comprehensive assessment centres were delivered to identify and organise the outplacement of these managers. Once identified, a major outplacement programme was deployed to enable them to transit to other jobs in the similar industries.
The challenge: Strategy implementation and culture change for a German-based, global industrial manufacturing and aerospace firm, needing a strategy implementation and culture change management infrastructure, a project management process and tools, cross-functional coordination, cultural alignment planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, and results measurement and reporting.
Problem solved:Implemented a strategy implementation culture change management infrastructure (i.e. steering team, and implementation project management team, and implementation task forces), resulting in detailed implementation plans and for people, processes, and systems, delivering accelerated strategy implementation and culture change.
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Media
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Military
The Challenge: To ensure the success of a partially complete first-generation outsourcing bid for the Management of the Facilities and Estate of the Ministry of Defence’s British Forces in Germany. On arrival, the bid for this £250m contract was failing to meet key company objectives. At the same time preparations needed to be made to compete for the outsourcing of maintenance of the full MoD UK estate, a package worth more than £1bn per annum, and also to deliver organic growth by winning incremental work as part of a strategy to expand into other adjacent non-MoD markets.
Problem solved: First priority was to rescue the late-stage failing bid by taking direct leadership of the bid team and implementing robust bid management and governance processes. Engaging closely with consultants and strategic supply chain partners, we then renewed the bid team’s solutions and cost models. It was necessary to restructure the extensive Business Development, Commercial Support and Bid Teams (comprising 30+ staff). Having also modified our FM service model, we subsequently won a new £15m contract, trialling the processes and models. In preparation for the MoD next-generation estates contract, we further refined our methodology and built the team structure to bid the multiple tranches using a variation of best practice MSP (Managing Successful Projects) and PMO (Project Management Office) methodology and protocols To shape future strategy, we undertook a comprehensive review to rationalise the company’s sector focus for growth in the medium term. Our interventions recovered the German estates bid and we won this £250m contract. A further three incremental FM bids, each worth £10m-plus, were also successful. The Main Group Board approved the proposed bid methodology and protocols. Our strategy for growth was also accepted and subsequently funded by the Group Board.
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Motor
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Politics
The Challenge: Members of Parliament (UK) needed interpersonal communication skills training in speaking and listening to be more effective in relating with with their constituents.
Problem solved: Designed and delivered a series of communication and presentation skills training programmes to enable then to be more effective and emphatetic communicators and influencers.
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Retail
The Challenge: Major UK retail chain files for bankruptcy and a number of its stores in one of the major UK cities needed to be prepared for sale and its staff outplaced.
Problem solved: Over 1500 staff were put through a comprehensive outplacement programme which included coaching, job readiness and job placement into various different organisations in the region.
The Challenge: The merger of two large Central American retail companies, needing pre-close organizational and cultural due diligence, an enterprise-wide merger management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem solved: Implemented a merger management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
The Challenge: The merger of two US-based online retail companies, needing pre-close organizational and cultural due diligence, an enterprise-wide merger management infrastructure, a project management process and tools, cross-functional coordination, cultural integration planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, cost and revenue synergy capture, and results measurement and reporting.
Problem solved: Implemented a merger management infrastructure (i.e. steering team, due diligence and integration project management team, and integration task forces), resulting in detailed integration plans and implementation of people, processes, and systems, delivering accelerated cost and revenue synergy capture which exceeded targets.
The Challenge: Strategy implementation and culture change for various, US and European retail firms, needing a strategy implementation and culture change management infrastructure, a project management process and tools, cross-functional coordination, cultural alignment planning and implementation, internal and external communications planning and delivery, key talent retention and re-recruitment planning and delivery, key customer retention and re-recruitment planning and delivery, combined organization structure planning and implementation, and results measurement and reporting.
Problem solved: Implemented a strategy implementation culture change management infrastructure (i.e. steering team, and implementation project management team, and implementation task forces), resulting in detailed implementation plans and for people, processes, and systems, delivering accelerated strategy implementation and culture change.
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Social Care
The challenge: Enabling long-term unemployed people in unemployment “black spots” in the UK gain employment.
Problem solved: Provided thousands of long-term unemployed people with direct one-on-one psychological counselling to deal with depression due to long-term stress to enable them to have the confidence to attend appropriate training and employment interviews. First of its kind programme in Europe that provided a unique insight in the rehabilatation of the long-term unemployed.
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Talent Search
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