A director in a large service provider had experience of successful business change in a previous organisation but realised that none of the available internal resources had the relevant skills or experience. She therefore hired a consultant to define a suitable business change plan and approach for the transformation programme, and to assess the suitability…
Continue readingArchives
Smooth transition to business change
A local authority decided to dispose of a number of expensive-to-run offices by making better use of space in those buildings that it retained. This included the introduction of hot-desking. At the outset the business change team engaged with a cross section of departments to understand how they thought they would be affected by the…
Continue readingEnsuring active engagement with business change
In a large not-for-profit education business, senior leaders had decided that the only way to get costs under control was to reduce drastically the number of different services being offered and to standardise on a smaller core. They were convinced that without a radical change the organisation would be forced to close. They developed a…
Continue readingStreamlining shared services across three businesses
In the education sector, three businesses in the same not-for-profit group structure recognised they were all competing for the same specialist suppliers required for assessing students’ work (around 30,000 suppliers in total). This way of operating substantially increased the risk of failing to meet deadlines for public examinations (e.g. for university entrance) which would have…
Continue readingBusiness change and cultural dynamics
Our client had reached a difficult point in their relationship with a major supplier, with entrenched positions on both sides leading poor outcomes for all concerned. There was initially a widespread view that, when the contract was retendered in a few months’ time, the problem would resolve itself if the supplier was replaced. In discussions…
Continue reading‘Procure to transform’ project : launch and interim management
Our client had been struggling to launch an initiative to transform arrangements in a housing team and involved procuring a new partner as well as internal transformation activities. Due to the upcoming expiry of an existing contract, moving the project forward was becoming very urgent. Having provided advice to the project sponsor in a number…
Continue reading