Case Studies

Talent Use Case

The Commonwealth Bank was implementing the world's largest ABW [ways of working] programme, requiring a large team of change, communications, training and project specialists with a specialised skill set in a global context and high-paced, high-risk environment

Challenge

• The requisite amount of resources was not available in the local markets

• The requisite amount of resources at market rates was unfeasible

Approach

• A Global search identified suitable resources in the hidden talent market

• Blended team approach reduced aggregate resourcing costs

• Peer leadership closed competency gaps to ensure delivery quality

Outcome

Project delivered under-budget, on time, overachieving planned benefits and with recognition of global best practice for ABW implementation by Veldhoen and 'Best Ever Corporate Relocation' by Business Insider

Consulting Use Case

Maersk was undertaking a process simplification and digital transformation across all of it's business lines [sea, rail and road] impacting all staff, partners with siginficant regulatory and ERP implications.

Challenge

• Limited awareness of change impacts across diverse initiatives

• Lack of coordination between dependent projects

• Concurrently impacted by NotPetya cyber attack

Approach

• Implemented a central transformation office

• Developed 120 regional and local anchors

• Established standardised change practices and competency uplift

• Excecutive reporting of organisational change load and capacity

• Disaster recovery strategy and delivery

Outcome

Programme delivered despite realising and managing external threats

Technology Use Case

Telia embarked on a digitalisation ambition in order to access a new market segment and automate tasks to scale efficiently.

Challenge

• A highly competent engineering resource base yet with limited change management experience and skills

• Lack of a centralised project management office or transformation lead

• A highly egalitarian leadership style comprised of self-organising teams

Approach

• Raise organisational appetite for change through Change Evangelism

• Appointment of Change Agents across verticals

• Train-the-trainer and change management certification of change agents

• Implementation of Roadmap Pro change tools and framework

Outcome

• Increased collaboration amongst project leaders

• Instituted standardised change practices