Illustrative Engagements

Brief ‘snapshots’ of some illustrative engagements

The snapshots give a brief overview of some of the work Peter has undertaken. Client confidentiality limits the amount of detail which can be given

As can be seen the assignments have been varied. In each instance the work has involved working with the senior executive team and determining the key issues to be resolved.

Organisational Review

For the last several months I have been running the Shared Services function for a group of agencies in the public sector. This has involved not only managing the day to day operations, but looking at the the way in which the function is structured with the intent of providing recommendations to the Board on ways in which the function might be re-structured for operational improvement.

I submitted a comprehensive report to the board and the Chairs of the constituent bodies. This report, which was followed up with a presentation and discussion session, was well received. It has provided the information to enable boards to make decisions appropriate to their strategy and operational needs.

Recommendations covered the following areas, amongst others:-

  • organizational model
  • governance
  • service pricing approach

I am now engaged in the next Phase, implementing the decisions taken.

I expect this and other tasks will occupy me until early/mid July this year.

In my work on this assignment I used the Four Ares, tailored to the needs of the engagement. This framework proves its worth on an on-going basis.

Critical process review

At the request of the CEO of a major corporate a wide-ranging review of a critical business process was performed. This review focused on 4 key questions:

4 Key Questions

The questions being based on the Four Ares developed by John Thorp.

A considerable number of recommendations were made as a result of the review.

The recommendations were accepted and Peter provided advice into the establishment of the implementation programme.

Areas impacted include use of technology, governance, programme management and organisational capability development.

In the governance area Peter found the ISO Standard 38500 to be especially helpful, given that my client was exceptionally technology driven. ISO 38500 with its principle based approach lends itself to use in scenarios beyond the merely IT focused.

On the programme management side Peter was able to leverage his many years of experience in managing programmes and assessing programme performance.

Organisational Design

Peter conceptualised a significantly different approach to how an enterprise he was associated with might approach the market.

His intent was to provide clients with a service structure that reflected what they needed organisationally, rather than one which was based on a traditional sales model. The underlying rationale being that such an approach was much more likely to lead to improved sales. Additionally the design integrated sales and delivery so that they worked together, rather than seperately. A key element in the design was recognising that there were differing aspects of the business which required different approaches.

Once the concept was developed he marketed and sold the approach to his colleagues, gaining their agreement.

He then led the team responsible for the very successful implementation. The key critical success factor of improved business performance was achieved.

Elements of the successful design were then used as part of a wider organisational change programme by the parent company.

IT Governance

The firm was approached to provide advice and assistance to a major corporate with respect to the governance of information technology.

Peter developed a charter for, and approach to the Governance of IT tailored to the needs of the client. In his approach Peter used the precepts of ISO 38500 – Corporate Governance of Information Technology.

Development of a Professional Services Firm

In a continuing engagement Peter is providing a broad range of services to the Managing Director of a growing specialist consulting firm. This includes advising on strategy, marketing and practice performance; plus advice as required on specific engagements.

Training of Consulting Staff

As a separate aspect of his work for the specialist consulting firm referred to above Peter developed a number of training modules as part of his client’s staff training programme. These were well received by all the participants.

These included modules on:-

  • Conflict Resolution
  • Negotiation Skills
  • Consulting Skills
  • Quality Delivery

These materials can be tailored for the circumstances of specific clients and/or new material developed for a precise set of circumstances.

Facilitation of a Strategic Alliance

At their request, Peter worked with senior executives from two major corporates to explore the opportunities for a strategic alliance.

Peter’s work included developing the programme of work to be undertaken and considering how best to progress the proposed alliance.  This programme and approach were adopted without any significant amendment.

Unfortunately, as the assignment progressed  Peter came to the conclusion, based on an assessment of the ability of the organizations involved to progress the proposal at that time to a succesful conclusion that the project should be  discontinued. This  recommendation was accepted.

Professional Services Development for major enterprise

Peter provided input and support to senior personnel of a major corporate considering the establishment of a professional services organization.

He was approached becuases of his very considerable involvement in developing and running such organizations over many years and in several locations.

Business case review for major company

Peter reviewed an existing business case for a major company. He recommended a number of improvements and changes. The revised business case was adopted.

A major element in the review was a much sharper focus on the benefits which might be obtained. In this regard, Peter’s extensive prior experience across a wide range of enterprises and in BPR enabled him to suggest areas of benefit additional to those looked at in the inital business case development.