Case Studies
Transforming Business PErformance
For any business that has been founded, grown and run by a powerful leader for more than 20 years, the day of eventual retirement represents a much bigger challenge than just presenting a gold watch. When that business is a successful part of a large global organisation, providing vital asset finance and leasing services to growing UK businesses, the challenge is even greater.
customer-driven change
A leading supplier of mobility and fleet management services was facing huge challenges from out-of-date systems, inefficient organisation and operations, and - most worryingly - emerging evidence of poor customer satisfaction.
Realising post-merger synergies whilst keeping the show on the road
Managing the complexities of integration following the largest merger in UK banking history; balancing the need to realise benefits with the need to minimise customer disruption. The remaining core businesses needed to be combined and optimised but with minimum disruption to customer service. All of this change would have a significant impact on employee numbers and locations.
dealing with the increasing burden of market and regulatory change
The complex market within which our vehicle leasing client was a major participant was changing rapidly (and continues to do so). This was further compounded by cultural challenges from within the organisation itself.
DESIGNING AND MANAGING SUCCESSFUL CHANGE PROGRAMMES
It is often difficult to identify the point at which a change programme went off track. It is unlikely to have been a spectacular rail crash, a dramatic derailment- much more likely that the programme gradually lost its direction.We have worked with clients facing a variety of such challenges.
From integration to transformation
Working with a newly formed management team to create a market leading £3bn asset finance organisation. Using integration as the trigger for some fundamental challenges to working practices.
Adapting to Prepare for future challenges
A major UK bank had undergone a fundamental organisational change, a new Retail division was formed inheriting a mixture of businesses and functions spanning products, channels, marketing and brand management. How should they adapt to best address the challenges of the next 5 years?
Redesigning Organisational Structure
The Chief Executive of a major UK bank received some startling revelations from the work we had been commissioned to undertake. This resulted in him seeking a fundamental change to the bank’s structure.
MODERNISING TO COMPETE WITH INNOVATive COMPETITORS
In the face of profound innovation, and the concerted encouragement of new entrants, banks need to become increasingly smart to compete. One of our banking clients recognised this, announcing the creation of a new division with remit to transform the bank.
IMPLEMENTATION OF NEW IT SYSTEMS
Support for the IT system at a well known Asset Management organisation was coming to an end. A new system had been chosen and it needed to be implemented. Was this an opportunity for modernisation or a simple imperative to secure the business operation?
determining how operations and service functions should work to deliver improved outcomes
Following a fundamental restructure, historically divested functions of the commercial division of a large banking group had been repatriated into a single organisational unit. The question was how should its operations and service function work to deliver improved outcomes at significantly lower cost.
