Delivering Impact in Complex Change

Dynamic Business Reskilling

European luxury retail division of global consumer goods business.

The Goal: Retain market dominance through strategy development and accelerated growth

Problem

The introduction of competitor products was eroding the base that had been established through original exclusivity and offering. The standardised and quickly scalable operating model, which had provided accelerated growth, was no longer fit for purpose.

Solution

  • Standardised and enriched the people data to cover accurate performance, skills and structure
  • Standardised unit of measure for market performance to allow for cross country comparisons of sales revenues by sales drivers and costs
  • Established a digital and data insights hub for global delivery, mining customer data to produce deeper customer segmentations

Outcome

  • Measured the loop of buying behaviour across all channels to retain customers and increase AOV and frequency of activity
  • 18% revenues increase delivered over a 24 month period, without additional investment, by using networks analyses identifying opportunities to share best practices across country teams
  • Targeted strategies in store and on line slowed member loss by 50% in home market (Europe) and improved new member acquisition in USA by 13% in the first year

Top Performing Sales & Advisory

Division of a Universal Bank with European HQ and 3,000 employees.

The Goal: Sales Transformation and Cross Divisional Collaboration

Situation

Shifting industry trends and low interest rates had intensified pressure on performance. The lack of collaboration between sales teams across divisions impacted client satisfaction and revenues.

Solution

  • Implemented Tableau reporting to address and drive data quality improvements for the CRM which had recently been implemented
  • Established Salesforce ‘steering team’ across SME’s to define data capture across four critical areas – sales skills, process, pipeline and revenues
  • Assessed the top quartile performers and evaluated the link between activities and gross margin delivery, over time, to drive performance

Outcome

  • Restructured the sales team to become more consultative and advisory – significantly increasing their ability to collaborate with customers in strategy and solution development
  • Reduced overall spend by $5m (10%) and increased sales productivity by 8% year-on-year
  • Designed and implemented client e-marketing and e-retail for self-service for smaller deals, improving margins by 30%

Organisation Agility

Professional services organisation with 14,000 employees in 28 countries, growing through 3 M&A’s in 18-month period.

The Goal: Post-M&A Synergies Realisation

Situation

Significant tension had grown across the organisation as SG&A costs needed to be reduced as % of COGS, while developing innovation and growth agenda.

Solution

  • Integration of Oracle and SAP across regions allowed for monthly people and cost reports
  • Power BI and Tableau reporting established across people, sales and operations to quantify underlying trends
  • People data aggregated and cleaned to ensure accurate analyses tied to operating structures and hierarchies
  • Tracking of savings and restructuring reported monthly, to deliver against 90-day targets and annualised ‘run rate’ improvements to the FTE and sub-contracting mix

Outcome

  • 11% reduction in people costs achieved post integration in a 6 month period, as a result of clean, on-time data
  • Integration of all customer facing teams, from sales to service, reducing SG&A from 15% to 10%, exceeding targets
  • Established ‘Simplicity’ programme of shared best practices, delivering $2 million in savings year on year, identified by tracking margins on won contracts in the Simplicity programme

Positively Re-inforcing Culture

Global universal bank with European HQ and 150,000 employees.

The Goal: Strategic Repositioning and Cultural Reformation

Problem

The bank significantly retrenched, impacting product, service lines and countries performance. Urgent need to rebuild trust with consumers, government, media and regulators. Many pre-crisis leaders had left, layoffs of c.40,000 employees was required, and ring-fencing of certain operations.

Solution

  • Critical analysis of existing data across data sets, including leadership 360, financial data by market, engagement survey and email/meeting communications
  • Network analysis combined with 360 behavioural feedback of the relationships between 1,000 leaders across the globe revealed power bases, key influencers and the blockers to restructuring and change.
  • The resistance to change identified tied to the overwhelming culture of controls that followed the financial crisis, specifically bureaucracy, the lack of clear strategic plans and out-dated reward strategies

Outcome

  • Design and implementation of new global-local service lines and sales teams to break down silos and drive transformation ahead of ring-fencing
  • Implemented a three-year programme of cultural change signed off by audit, REMCO and the FCA, executed and tracked through quarterly reviews with all stakeholders
  • Progress successfully tracked through a dashboard of people, culture, leadership and reputation measures reviewed by the Government and published to the media

Leadership Disciplines

European automotive business with 20,000 employees around the world in over 30 countries.

The Goal: Reskill the Business and Improve the Cost Profile for Operating Survival

Problem

Overall productivity was declining while employee attrition was at an all-time high.

Solution

  • Quantified and tracked employees by productivity, in line with an agreed change plan
  • Upgraded the HR and finance data systems and integrated them into a ‘golden source’ for analyses
  • Mapped people skills and roles in the business “bottom-up”, assigning a unique identifier to each person’s contribution so that impact on customer service could be tracked

Outcome

A deliberate shift to fixed and flexible resourcing delivered significant savings, increasing the business’ ability to flex resource levels, up or down, in line with customer demand.

  • Centre of expertise hubs were created to increase scale and deliver on a 15% lift in employee productivity (profit by employee cost)
  • Defined the future footprint by country location, roles and skills to deliver 10% reduction in ‘cost to serve’
  • Tracked the improvements to the footprint in live dashboard with ‘heat maps’ displaying productivity metrics
  • Measured the contribution to EBITDA and sales revenues as the footprint improved

Capturing Customer Value

UK based multi-site heavy infrastructure group.

The Goal: Develop a Predictive Model for Long-term Infrastructure Project​

Situation

Changing market trends and clients long term strategy required preparation for de-carbonisation and electrification of all energy usage across sites.

A robust mechanism was needed to quantify baseline energy use, to be used as the definitive baseline for long term financial modelling and evaluation tool throughout the infrastructure changes.

Solution

We applied learning algorithms to internal consumption and operational data, combined with externally sourced public data to:

  • Iteratively developed hypotheses on energy drivers and then substantiated each data point in the chosen hypotheses
  • Iteratively applied data science and modelling techniques to “train” learning algorithms to predict energy usage so that we could isolate the individual driver to decompose consumption drivers

Outcome

  • Modelled and predicted energy usage to within 1.1% accuracy, using random forests to establish a reliable approach to counterfactual figures over time
  • Identified the component drivers of energy consumption, that had never previously been quantified and isolated
  • Integrated the model into proposals for the funding mechanism for the long term de-carbonisation programme

Driving Immediate Market Performance Improvement

Global top 10 branded goods business.

Problem

The company faced a disrupted market as consumer buying preferences shifted to new products and lifestyle choices. It faced pressure from distributors to improve in-country campaigns and pricing to drive profitability.  This required a repositioning of the business to outmanoeuvre the impact of price wars.

Solution

  • Business dashboard designed for top executives to inform business steering
  • Deep dive analytics to identify revenue growth management indicators and mix
  • Targeted shopper marketing strategy 

Outcome

  • “Corporate reputation” indicators set as leading growth drivers and tied to strategies on water, environment and sustainability 
  • 24 month lead time identified between consumer “concern” in media translating to “perceived” attitude change to brands and buying behaviours 
  • Revenue growth management model implemented as standard to define and measure in market execution 
  • $500m annual shopper marketing opportunity identified and exploited