The organisation faced three challenges that hindered achieving business results... customer process run across departs that operated as silos resulting in poor customer service, people that were focused on the transaction and not a sustained profitable customer relationship and a lack of appreciation of the value of good data for customer analytics. Working with the business, we developed an action plan to address the policies and incentives that stood in the way of operating as a customer focused organisation for the 14 departments and 1800 people involved in the program. (Singaporean GLC)

A services organisation had made concerted efforts to address performance issues reported by their key customers, yet the customer’s were still dissatisfied with the services provided. We established a process that enabled the organisation and their customer to identify their key issues, agree expected actions required for both parties and tracked progress to critical performance issues as a process that operates as ‘business as usual’ enabling continual refinement as business needs change. (Asian MNC operating in 3 countries)

The business was concerned that the IT program to implement a major system replatforming would create major disruption in the business. We identified that the organisational impact of the systems changes was inadequate to address the business risks identified. Together we developed a program plan that integrated the IT changes with the business changes, provided strong risk management enabling the business to make an informed decision of when and how to proceed. Combined with the use of ‘business readiness tests’, the overall outcome was successful with zero ‘day one’ operational issues. (Thailand business of global MNC)

An organisation decided to implement a leading ERP solution to lift their operations to world class practices. Realising this would have major implications to the organisation, they started the change process early. The critical issues were that the program required a completely different manpower level in an organisation that had strong commitments to it’s people, their current practices were 25 years behind world class and the organisation operated in over 500 locations. We established a phased program to create a core ‘world class organisation’ that would then support the business as the other people were transitioned into different roles. (Thai GLC)

A services division decided that to achieve it’s stated business objectives, it should outsource a substantive part of it’s services. The immediate key issue were to maintain confidentiality of the proposal from the press until the deal was signed yet maintain the performance of the division as internal ‘secrecy’ would not be realistic given the required due diligence process. The second critical issue was manage staff, be they potentially retained or transferred so that customer services were not affected during the contracting or transition period. The third key issue was to establish partnering practices that would enable the long term relationship between the successful outsourcer, the services division and the business to flourish. We developed and executed an organisational change plan for Hong Kong and Singapore that resulted in no leaks in the press over the nine month selection period, full acceptance of the process by the 1000 strong division and maintained services throughout the 15 months of negotiation and transition. (Asian MNC)

A division identified that it’s people were not performing as well as benchmarks suggested they could. Key issues identified was operationally focused leadership, a risk adverse culture and a lack of disciplined processes.  A phased multiyear program was estalished to lift the maturity of the organisation. In progress, the organisation is seeing lead indicators of change in improved leadership skills and a recognition that structured processes improve performance. (Singaporean GLC)

The business realised that their change progams could generating conflicts between each other - systems replatforming, process engineering, rebranding and regulatory changes were all in progress. We established a review and integration process that enabled the business and IT to identify points of leverage, points of commonality and points of difference. With this, we defined how the various programs would integrate their change programs to achieve the overall business objectives while maintaining clear accountability for results with each individual program. (Australian Corporation)