Three areas of expertise and one way of working, from shaping the decision to building the organisation that delivers it.
Carve-outs, M&A and integration, performance programmes, market entry
A separation, a merger, a performance programme or a market entry each needs a plan people commit to, and hundreds of moving parts kept on track until the result shows in the numbers.
Kinds of work
Where AI and digital create value, and how to capture it
The useful question is where AI changes the economics of a business, and how a pilot becomes measurable impact. The work starts from the business case and ends with results that can be measured.
Kinds of work
Operating models and large delivery organisations, often scaled agile
Large programmes rarely fail for lack of talent. They fail when hundreds of people, dozens of teams and several vendors don’t work as one system. The work is to design, set up, run and improve delivery organisations that do, usually with large-scale agile frameworks such as SAFe, and always fitted to the organisation rather than the other way round.
Kinds of work
Where an engagement starts depends on what has already been decided. It is built to end with a handover.
Options, business case and the paper the board or steering committee decides on.
Board paper and business case.
Where AI changes the economics, and which use cases carry a business case.
Choice of operating model and framework.
Target picture, operating model and plan: organisation, processes, people, assets and IT.
Separation or integration plan and target operating model.
Platform strategy and architecture, and the path from pilot to impact.
Delivery-organisation design: teams, roles, cadence and governance.
The programme office or delivery organisation, working from day one.
Transformation office or PMO.
AI built into the delivery organisation and its ways of working.
First planning interval and agile office.
Steering: plans, risks, escalations and replanning, with results measured against the target.
Steering, risk management and escalations until the result shows in the numbers.
Impact measured against the business case.
Interim train engineer and portfolio steering.
A structured handover, so the client’s own leaders run what was built.
Handover to line leaders.
Handover to the business owners.
Handover to an internal successor.
Many engagements sit in more than one area. These four show how the areas combine.
Corporate Transformation and AI & Digital Value
Digitalisation and AI among the main levers of a transformation programme.
AI & Digital Value and Delivery at Scale
A delivery organisation running from its first planning interval and improved continuously since, with classic methods and AI.
Corporate Transformation and Delivery at Scale
One delivery organisation for the merged businesses’ processes and IT.
Corporate Transformation, AI & Digital Value and Delivery at Scale
Strategy, integration after acquisitions and operating models that hold up as teams grow.