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Included below are some examples of how we’ve helped our clients to adapt to transformational changes in their markets.
A common theme is that these were all tough transformational changes within the context of the emergence of the Internet and digitisation of businesses that own and monetise content and rights; this includes music, film, gaming, book and newspaper publishers to name but a few. In these sectors and others, consumer expectations continue to change rapidly and new market entrants are continuing to disrupt established models.
Our unique experience puts us in the best possible position to support any company going through technology led transformation, especially in disrupted markets.
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Following the launch of a new software system, their distribution centre had started to suffer from increasing performance problems and severe bottlenecks in throughput. We were asked to get involved to help establish what was happening. It became apparent that the problem was much wider than just the new IT system. Read more
Our journey with this client started with helping to make the case for change and establish some momentum. We then went on to play a key role in the delivery, driving the changes in process, systems and people behaviour, working closely with the senior business and IT sponsors to ensure the change continued to align closely to strategic goals. Read more
Our client had recognised a need to restructure their operations function to more closely align the performance and structure of their physical business to their strategic goals. At the root of their issues we had identified some fundamental cultural and organisational issues that needed to be addressed in order to make any progress. Read more
A key area of concern for our client was that they felt they were not getting good value for money from their IT investment. This manifested as a lack of control and visibility over IT spend, ineffective IT change governance and a misalignment of IT resources to corporate goals. In short, they were spending money but not getting where they should be. Read more
We started working with this client as they were about to kick-off the first phase in the development of a new repertoire management system. It became clear that for the project to succeed there needed to be a stated consensus amongst management and stakeholders of why the development was being undertaken and what they were trying to achieve in business terms. Read more
