Our experience
Our team consists of hand-picked experts who have delivered outstanding results for organisations across a wide range of sectors and industries. We provide in-depth knowledge, insight and objectivity to design solutions that deliver the results you need.
You can find out more about the depth and breadth of our expertise in these assignment summaries:
A multi-site business to business operation spanning 500 staff across 9 UK locations was feeling the effect of years of neglect in infrastructure investment alongside rapid growth, which resulted in the business over trading and requiring a turnaround plan. They initiated a full re-design and implementation of a new operating model, capability building and cultural change programme that included the deployment of new technology. The benefit of this was a complete turnaround in efficiency and margin improvement, moving the business from four consecutive years of losses to profit after just 12 months and full return on the programme investment in under two years.
An international business to business operation with 2,000 staff across 19 UK and international locations was undergoing an organisational turnaround that required a complete refresh of core products and introduction of new services to remain competitive in their sector. They initiated a full re-design and implementation of a new suite of product and services. The benefit of this was year on year revenue growth of 14%, year on year margin improvement of 10%, new customer acquisition levels grew by 11% and customer retention improved by over 25%.
An international business to business operation, spanning 800 staff across 12 UK and international locations needed to deliver a complex merger of three legal entities with differing shareholder arrangements, whilst ensuring operational continuity and improvements for customers. They designed and implemented a comprehensive pre- and post- merger integration plan. The benefit of this was an effective prioritisation of pre and post merger priorities, creation of new customer facing identity and proposition, no disruption to operational continuity and securing new market opportunities which doubled turnover.
A large public service accessible to the entire UK population spanning 20,000 staff across almost 300 locations embarked on a programme of reform to make services accessible on-line, improving speed of resolution for end users and driving cost reduction efficiencies. They initiated a full re-design and implementation of a new operating model, moving all core services from offline to online solutions. The benefit of this was a net reduction in cost of service by 20% in the first two years, saving billions of pounds for the UK taxpayer.
A public service, business to consumer operation spanning 60 staff in a single site location needed to respond to a new policy initiative which required a fundamentally different approach to delivering a new service. They initiated the design and implementation of a new on-line service and after sales support centre. The benefit of this was £44m of savings in taxpayer funding in 7 years, the first ever government IT programme to deliver on time and under budget, a staff engagement index of 74% compared to an average of 45%, and customer satisfaction consistently rated as 96% or higher.
A new Government department formed by the merger of nine separate entities faced a number of significant challenges to realise the expected benefits from the merger. As a consequence a post-merger integration plan was established focusing on four key streams of work: organisational clarity, people, processes, and systems. The work streams focused on specific issues, but were also integrated to ensure that each of the merged entities adopted the same approach to people and processes, all underpinned by common IT. The benefits were improved staff mobility and productivity, and a reduced timescale for the delivery of core processes.
An international business to business operation with 2,000 staff across 19 UK and international locations was facing the consequences of a poorly handled acquisition delivering less than 25% of forecast value and carrying significant goodwill impairment on the balance sheet. They designed and implemented a refreshed post-acquisition integration plan. The benefit of this was a recovery in post-acquisition performance to greater than 50% of forecast value, and moved the financial performance of the business unit to positive bottom-line contribution, preserving the charity’s reserves for its social impact activities.
An international business to business operation spanning 800 staff across 12 UK and International locations required a single culture as a result of a series of mergers. They designed and implemented a culture change programme. The benefits of this was to accelerate improvements in organisational performance, staff turnover reduced from 12% to the industry norm of 4%, attraction and retention for scarce and specialist skills improved with time to hire metric reduced from an average of 240 to 60 days.
A business to consumer operation spanning 11,000 staff across 7 UK locations identified a need to re-balance between task (what) and behavioural (how) performance in order to tackle pockets of toxicity and associated reputational damage in the sector. They designed and implemented a culture change programme. The benefit of this was to embed a consequential culture that held staff to account, and exited the damaging influences in the organisation within 6 months. External ratings and stakeholder confidence that had been damaged by the poor culture returned to their peak levels within 12 months.
Private Sector
A multi-site business to business operation spanning 500 staff across 9 UK locations was feeling the effect of years of neglect in infrastructure investment alongside rapid growth, which resulted in the business over trading and requiring a turnaround plan. They initiated a full re-design and implementation of a new operating model, capability building and cultural change programme that included the deployment of new technology. The benefit of this was a complete turnaround in efficiency and margin improvement, moving the business from four consecutive years of losses to profit after just 12 months and full return on the programme investment in under two years.
An international business to business operation with 2,000 staff across 19 UK and international locations was undergoing an organisational turnaround that required a complete refresh of core products and introduction of new services to remain competitive in their sector. They initiated a full re-design and implementation of a new suite of product and services. The benefit of this was year on year revenue growth of 14%, year on year margin improvement of 10%, new customer acquisition levels grew by 11% and customer retention improved by over 25%.
An international business to business operation, spanning 800 staff across 12 UK and international locations needed to deliver a complex merger of three legal entities with differing shareholder arrangements, whilst ensuring operational continuity and improvements for customers. They designed and implemented a comprehensive pre- and post- merger integration plan. The benefit of this was an effective prioritisation of pre and post merger priorities, creation of new customer facing identity and proposition, no disruption to operational continuity and securing new market opportunities which doubled turnover.
Public Sector
A large public service accessible to the entire UK population spanning 20,000 staff across almost 300 locations embarked on a programme of reform to make services accessible on-line, improving speed of resolution for end users and driving cost reduction efficiencies. They initiated a full re-design and implementation of a new operating model, moving all core services from offline to online solutions. The benefit of this was a net reduction in cost of service by 20% in the first two years, saving billions of pounds for the UK taxpayer.
A public service, business to consumer operation spanning 60 staff in a single site location needed to respond to a new policy initiative which required a fundamentally different approach to delivering a new service. They initiated the design and implementation of a new on-line service and after sales support centre. The benefit of this was £44m of savings in taxpayer funding in 7 years, the first ever government IT programme to deliver on time and under budget, a staff engagement index of 74% compared to an average of 45%, and customer satisfaction consistently rated as 96% or higher.
A new Government department formed by the merger of nine separate entities faced a number of significant challenges to realise the expected benefits from the merger. As a consequence a post-merger integration plan was established focusing on four key streams of work: organisational clarity, people, processes, and systems. The work streams focused on specific issues, but were also integrated to ensure that each of the merged entities adopted the same approach to people and processes, all underpinned by common IT. The benefits were improved staff mobility and productivity, and a reduced timescale for the delivery of core processes.
Third Sector
An international business to business operation with 2,000 staff across 19 UK and international locations was facing the consequences of a poorly handled acquisition delivering less than 25% of forecast value and carrying significant goodwill impairment on the balance sheet. They designed and implemented a refreshed post-acquisition integration plan. The benefit of this was a recovery in post-acquisition performance to greater than 50% of forecast value, and moved the financial performance of the business unit to positive bottom-line contribution, preserving the charity’s reserves for its social impact activities.
An international business to business operation spanning 800 staff across 12 UK and International locations required a single culture as a result of a series of mergers. They designed and implemented a culture change programme. The benefits of this was to accelerate improvements in organisational performance, staff turnover reduced from 12% to the industry norm of 4%, attraction and retention for scarce and specialist skills improved with time to hire metric reduced from an average of 240 to 60 days.
A business to consumer operation spanning 11,000 staff across 7 UK locations identified a need to re-balance between task (what) and behavioural (how) performance in order to tackle pockets of toxicity and associated reputational damage in the sector. They designed and implemented a culture change programme. The benefit of this was to embed a consequential culture that held staff to account, and exited the damaging influences in the organisation within 6 months. External ratings and stakeholder confidence that had been damaged by the poor culture returned to their peak levels within 12 months.