Case Study

Project Overview

A global transformation function were running a number of programmes delivering technical, process and organisational changes to operational teams. These programmes were primarily staffed by contractors from a variety of backgrounds and companies, without a change management focus or consistent ways of working. As a result, programmes concentrated on delivering technology not people change. This led to low user adoption, and under realisation of benefits.

The Solution

Creation of an internal capability with consistent ways of working focused on delivering business change alongside technology.

What We Delivered

• An end-to-end delivery guide and associated training to ensure that all elements of a complex project lifecycle were considered. 
• Benefits case for a move to internal resourcing. 
• A recruitment approach and plan for insourcing 20 FTEs. 
• Recruitment assessment centres. 
• Onboarding of new teams.
• Training and development plans.
• Methodology and artefacts to support consistent ways of working. 
• Career paths for all roles withing the Transformation Programmes team. 
• Online resources for best practice and associated case studies.  
• A team culture of continuous learning and experimentation.  

The Difference We Made

• The concept of business change moved from an afterthought to front and centre in transformation through building out a methodology and templates integrated into projects and programmes to ensure focus on the people side of change and drive change adoption. 
• Developed a team of talent recognized across the organisation for delivering value. 
• Online resources for change management best practice shared across the organisation. 
• A monthly change management forum, to share internal and external best practice and case studies, and to raise awareness, knowledge, and use of change management practices. 
• Clear career paths for transformation employees to help them manage their personal development plans. 
• Culture of empowerment, experimentation and continuous improvement embedded in the team. 
• Savings of over €2 million in operational costs per year. 
• User adoption became a key success criteria for all transformation programmes.