IT Transformation
Before
A not-for-profit with 60 facilities across the state and 1,500 staff and volunteers was experiencing declining performance in its critical IT systems.
There were tensions between the in-house and outsourced teams.
Our contribution
As a part-time Virtual CIO we conducted a business health check of the Information Technology and Communications (ICT) environment. A 3 phase plan was presented to clean up and stabilise, then establish a secure footing, before monitoring and supporting evolution into a long term sustainable situation.
We conducted a competitive tender process to root and branch replace and upgrade ICT systems in parallel with recruiting a new CIO.
After
Overseen by the inbound CIO, new suppliers were contracted to transform performance with modern technology and substantially larger network at highly favourable commercial terms.
Since our departure the transition to the new suppliers has successfully occurred and captured as a case study for one of the supplier’s public use.
Business turnaround from within
Before
The local subsidiary of a major multinational was hemorrhaging customers and cash. Its parent company urgently sought the appropriate response. The internal company culture was more focused on positive team working than commercial results and there were significant ‘sacred cows’.
Our contribution
Design and implementation of a 3 week strategic operational review run within and under the control of the local subsidiary. The local team were supported to recommend a massive change in their own direction.
After
Parent company support was achieved for the new direction, including increased investment. Without further external intervention the organisation achieved a $45m profit improvement within 9 months.
Enabling strategic change in the face of significant resistance
Before
A major multinational recognised the significant threats and opportunities from new digital technologies and started implementing a radical new product strategy across its local markets in response. The most controversial parts of this were unpopular with some of the operating units responsible for implementation, and execution risked stalling.
Our contribution
We conducted extensive floor walking and informal interviews across the operating units to really understand what people thought and what was possible. In addition our detailed analysis concluded that some of the most controversial parts had limited short term commercial gain so could be safely removed without significant loss, and other compromises were possible. We recommended pragmatic modifications to the strategy. As we had been involved in the original recommendation we had to recognise and eliminate our own hubris.
After
This roadblock removal allowed the successful execution of the digital strategy which now generates $15bn pa globally. In hindsight the most controversial parts of the strategy were flawed and the operational units tasked with implementation were right to reject them.
Achieving the ‘tipping point’ with strategic change
Before
After the market launch of new digital technology products, a major multinational experienced disappointing sales in several of its smaller markets.
Our contribution
We were tasked with accelerating sales across the under performing markets and conducted extensive informal exploratory interviews. We discovered that the smaller markets lacked a dedicated digital product manager resource, and that local teams were focussing on existing current products that had much greater volumes and value. Further, there were multiple and conflicting performance measurement systems and definitions which did not align with budgets. Through mobilising senior manager support we ensured that local managers had stronger motivations to promote new digital products. We then worked with them to provide education, support and troubleshoot issues. We fixed the reporting and reset budgets.
After
$160m of new product sales were achieved within the financial year over 6 markets. The new products became treated as core and sales growth has continued since.
Successfully implementing a new operating model
Before
A $200m Mining Services company of 6 divisions spread across 10 offices and 200,000 square kilometres was finding it increasingly difficult to delight its customers. Many of its practices and processes were archaic, routine tasks were time intensive and complex, and it lacked good management information. As a result the company decided to implement an ERP system. Its staff had experienced very little change in its 90 year history, and the culture was inwardly focussed, highly siloed and risk averse.
Our contribution
Change management to ensure that the two-thirds of staff impacted, and all customers and suppliers, were successfully migrated to the new operating model. Key to success was correctly dimensioning the effort to prepare for and enable behavioural change, mentoring people along the local adoption journey, and monitoring results. We directly led the communications activity, and supported the training, change champion and resistance management work. Unexpected challenges successfully overcame included dealing with people issues within the project team and supporting the rebuilding of a fraught client – IT vendor relationship.
After
The ERP system was successfully implemented only 3 months late and slightly over budget. Business continuity was maintained with minimal issues during the transition. Client was delighted with our contribution and particularly praised the clarity of communication and calm and positive approach.
Automation technology enabled productivity transformation
Before
A ‘not-for-profit’ managed event bookings using paper forms and cheque payments sent via Australia Post. This was very time consuming to manage, and experienced regular problems with missing entries and information sharing between organisers. Their central IT function was unable to provide a solution.
Our contribution
Motivation, design and implementation of a small cloud based events information and booking system. We sourced innovative overseas technology to quickly create a low cost solution.
After
All bookings successfully completed and managed through an online website solution. $15,000 revenue securely collected and accounted for. Organiser administration burden smashed. Accurate information shared with geographically dispersed team. Last minute event changes easily managed and communicated. Events promoted through attractive webpages.
Government tendering
Before
A government department spending $1bn pa on concessions sought to upgrade their manual systems to transform recipient customer experience and internal productivity. They wanted to research the market for solutions and validate their own internal capabilities to transform. The organisation had a low risk tolerance, high attention to detail, slow decision making process and some challenging internal relationships.
Our contribution
We were tasked with leading an external supplier formal ‘Expression of Interest’ government process. We engaged key stakeholders and facilitated workshops across 30 personnel, managed sign off of scope and developed documentation in adherence with legal regulations; organised industry briefings, rehearsals, briefing packs, tender evaluation and reporting.
After
The market research removed doubt and indecision. Now confident about the range of external and internal capabilities available, the department proceeded with carefully selected mix of resources.
Shared services change management
Before
The procurement department of a major $18bn corporate was transforming itself from an administration-centric function into strategic procurement centre of excellence that would add significant value to the corporate bottom line. Part of the transformation required mass automation of routine procurement activities using SAP. Some of the internal team felt threatened by this activity and were behaving badly.
Our contribution
We were tasked with designing the change management strategy. We produced an ‘impact heat map’ of the 9,500 people affected by the new systems, and a plan to manage the transition through awareness, communication, management and training. The internal team were supported using experiential and emotional intelligence counselling.
After
The department adopted and decided to implement the change management strategy.