Case Studies
CASE STUDY 1 – MAKING THE LINKS BETWEEN STRATEGY AND DELIVERY
A well-known UK-based Merchant Bank knew it had to change and modernise and had set out a clear strategic direction and allocated a £50m transformation budget. What they lacked though was a way of turning that strategy into a tangible, outcome-based view of what they needed to deliver and when, and therefore how they should prioritise budget allocation and change delivery.
By focussing on the creation of a Business Capability based Target Operating Model, we were able to help them gain clarity on the Business Outcomes they needed to achieve across the enterprise. This made it easier to engage the Executive Committee in discussions around what their transformation roadmap should look like, and how change should be rolled out and the investment profile required across 3 years. The result was a change delivery plan clearly aligned to, and prioritised by, their strategic objectives.
CASE STUDY 2 – IDENTIFYING SYNERGIES AND OPPORTUNITIES
A leading UK retailer with two distinct retail divisions within the organisation recognised the need to explore supply chain synergies and re-use opportunities across those two divisions. What they lacked though was a way of thinking about those synergies and opportunities holistically.
We were able to help them think more holistically about the supply chain capabilities they had and what they might look like if they were rationalised and optimised across divisions. This meant changing the thinking from processes, IT systems and physical locations – the how and the where - to ‘what’ the organisation needed to be able to do. Business Capability modelling was key to this and resulted in them being able to think about a Target Operating Model that was no longer burdened by organisation silos or incumbent IT, but helped provide clarity on the potential synergies and opportunities that they could pursue.
CASE STUDY 3 – INVESTMENT PLANNING
A global container shipping company with a £500m IT transformation budget had a long history of identifying and delivering IT change across business lines to support their business model for a shipping company. But once they had made the strategic decision to expand that business model to include a broader range of supply chain and logistics planning products and services, they lacked clarity on where they should spend that change budget to effect the necessary change.
By moving away from product and organisation silos, we were able to help them focus on the shared Business Capabilities they would need across their product and service portfolio in order to make the transformation they had outlined. By considering Business Capabilities at the Enterprise level, and focussing on the business outcomes they needed to achieve to realise their strategy, we were able to help create an outcome-based transformation roadmap to underpin their investment planning and support the business and investment decisions they needed to make.