engaging with us

Typical Approach

• We meet, listen to your issues, your advice, your language, stories and experiences
• We ask to return with ideas or a draft brief. We work with you to finalise a Brief and return with a Proposal
• We understand that scope, governance, milestones and resourcing can all change; as long as we formally agree the changes and clarify the accountability for deliverables, we’re content.

Typical style and scale of work – an example

• Executive leaders at the Bank wanted to assess our ability to take over the organisational change work associated with two related projects – other more method-driven change consultants had departed
• We agreed to demonstrate our insight in ten days – understanding the context and the key issues, then recommending a way forward on organisational change [and the program of projects as a whole]
• We addressed governance, sponsor behaviours, dependencies, progress-to-date, risk and assurance, reporting and project plans in our “learning audit”; we mapped patterns we could see against sound risk management, good change making and good project practice
• We then won the work to:
  • Assist in recovering the projects
  • Join and contribute to better performance of the steering group
  • Rebuild the organisational change strategy and the change management program of work
  • Integrate the systems change projects with the organisational change work
  • Lead the change and implementation work (other streams addressed technology solutions and algorithms for the Bank’s loan risk calculations)
• In fact we:
  • Built and successfully positioned the case to close down one project
  • Retired (and helped replace) one systems PM
  • Recast both project and program steering practices, the sponsoring behaviours of the senior team and the project reporting/decision-making practices
  • Developed the organisational change strategies and plans with our client, tested them and resourced them
  • Integrated them with the systems plans, changing the projects’ deadlines, risks and engagement with the business
  • Managed the Change and Implementation Stream until we could insert capable internal staff or external specialists
  • Handed off the work to an able and experienced PM and team
• We then migrated our role towards driving the redesign of the way the leadership team sponsored, led and made itself accountable for:
  • The emerging business and the role for the Bank in a new risk environment and
  • All future change work in the Bank
• We were gone after six months of value-adding work, that migrated from full- to part-time.