Case studies

Embarking on a post-pandemic recovery journey, a global internet company strategically opts to outsource its European Finance functions, specifically accounting and reporting. This decision aligns with a broader global initiative to efficiently outsource non-core functions, enhancing operational focus and flexibility.

To seamlessly implement the outsourced accounting management model, reducing costs and improving service levels. 

 · Conducted a thorough examination to identify deficiencies and perform a root cause analysis

·  Evaluated the current cost of the accounting function to establish a baseline for comparison

·  Analysed and defined the ideal provider profile, prioritizing European presence and expertise with the potential to extend services to the US

· Implemented changes in processes and workflows to optimise efficiency in the outsourced accounting model

· Defined a retained team for supplier management and coordinated the seamless transfer of internal talent to the vendor

· Conducted interviews with management, affected employees, and suppliers to gather insights and ensure a comprehensive understanding of perspectives

· Established metrics to track compliance with implementation and Service Level Agreement (SLA) deadlines. Gathered ongoing management feedback to gauge the success of the transition

·  Thoroughly researched potential vendors to ensure a comprehensive understanding of available options

· Effectively managed the entire bidding process, ensuring transparency and competitiveness among potential vendors

· Presented a comprehensive vendor analysis and proposal to company management for informed decision-making

· Supported negotiations for the service contract and Service Level Agreement (SLA), with a focus on managing compliance and mitigating legal risks associated with TUPE (Transfer of Undertakings, Protection of Employment) regulations

· Oversaw and managed the collective redundancy process, ensuring adherence to legal requirements and providing support to affected employees

·  Provided ongoing support to the selected vendor and the retained Finance team throughout the implementation process, ensuring a seamless transition.

·  Monitored the implementation process and actively gathered feedback from key stakeholders to drive the expected service improvements.

·  Conducted follow-up sessions, surveys, and interviews with European key stakeholders and the US-based Finance headquarters to assess progress against the Service Level Agreement (SLA).

·  Instituted a schedule of monthly check-ins evolving into quarterly sessions with the supplier to maintain open communication channels and ensure continued alignment with business objectives.

·  Successfully achieved full compliance with the Service Level Agreement (SLA) starting from the third month onwards

·   Maintained a consistently high or very high level of satisfaction among both management and the US head office over the subsequent 9 months, reflecting enduring success in service delivery

·  Realised substantial cost savings of 25% or more in comparison to the previous setup, demonstrating the financial efficacy of the outsourcing initiative

A global company grappling with siloed structures that hinder growth.  Suboptimal collaboration and talent management within the Leadership Team of the fastest growing division, which is organised by categories that operate almost independently. Missed opportunities, inefficiencies and internal conflict.

Ignite a united Leadership Team for accelerated growth. We target increased cross-category opportunities, reshaped employee perceptions, and elevated talent management. 

·  Strategic Aligment: Combined division and category objectives to align with overall business strategy

·  Interconnected Categories: Identified areas of overlap between categories and shared customer segments to enhance synergy

· Leadership Evaluation: Analysed leadership feedback from the last two employee surveys to gauge current strengths and areas for improvement

·  Top Talent Mobility Analysis: Evaluated the mobility of top talent across categories over the last 3 years to understand trends and patterns

·  Conducted interviews with Leadership Team members, HR representatives, and those at the n-1 level to gain insights from multiple perspectives

·  Ad-hoc Survey: Deployed an ad-hoc survey to capture real-time feedback and opinions on current challenges and opportunities

·  Metrics for Continuous Improvement: Established metrics, including leadership scores from the upcoming employee survey within the next 3 months. Additionally, assessed internal mobility trends over the last 3 years for a comprehensive view of progress and areas for enhancement

·  Conducted an in-depth initial assessment to understand the current state and dynamics of the collaboration landscape

· Focused on building trust, improving communication, and fostering commitment among the involved parties. Emphasis placed on constructive conflict resolution

· Identified shared challenges and opportunities for collaboration, laying the foundation for a cohesive working relationship

· Formulated agreements and common rules to drive cooperation, setting the stage for enhanced collaboration and maximized performance

· Initiated the collaboration with a joint talent management session, aligning talent strategies among all stakeholders

We used a series of psychometric tools and team dynamics to facilitate the development of new connections and agreed ways of working of the team. The goal was getting to know each other at a deeper level, surfacing long standing issues which had not been discussed before, and starting to build their own solutions.

· Significantly improved the perceived level of collaboration among members of the Leadership Team, achieving a commendable 50% increase

· Successfully doubled the number of cross-category initiatives implemented, showcasing heightened collaborative achievements

· Remarkable threefold increase in internal mobility within the organization over the subsequent 12 months, indicating enhanced workforce agility

· Facilitated the development of consensual talent maps and career plans for the top 10% of staff, ensuring strategic talent alignment

· Achieved a notable 7-percentage point improvement in the perception of the Leadership Team, as evidenced by employee survey results

A team of project managers at a leading renewable energy company needed to improve their project management leadership skills. They wanted to link theory to practice, cultivate leadership and collaboration in the team.

Incorporate past learnings and agreed ways of working, enhance project management, and leadership skills with a practical focus. Connect EMEA Project Managers for networking, foster collaboration within and outside direct team, and promote a shared management and leadership culture to enhance organisational effectiveness.  

Conducted comprehensive prep to inform strategic team development. This included interviews with Team Leads and the support team, assessment of team structure and workflows, identification of key success skills, and pinpointing improvement areas. Additionally, reviewed progress against the previous year's action plan, and assessed metrics encompassing simulation performance. 

Facilitated a comprehensive solution by engaging in team discussions to evaluate last year's development plan, defined new actions, and explored leadership fundamentals in project management. Utilised business simulations to enhance delegation, collaboration, and influencing skills. Measured team and individual performance in simulations, providing insightful feedback for individual growth. 

Witnessed outstanding engagement and commitment during the intervention, with a proactive stance towards implementing newly identified team development actions. Received excellent immediate feedback from both the client and attendees, particularly acknowledging leadership skills and business simulations. Formal measurement awaits the completion of the 12-month cycle 

 A leading online platform seeks our expertise for a comprehensive performance management revamp. Identified concerns include inadequate handling of poor performance and a lack of motivation and development for high performers, adversely impacting company results. Our proposal aims to address these issues and elevate the performance management philosophy and practices for enhanced organizational outcomes. 

Foster a high-performance culture by bolstering the organization's performance management capabilities. Our aim is to efficiently identify, nurture, and manage top talent, while effectively addressing and turning around the performance of those needing improvement.

Conduct interviews with Senior Management, Team Leads, and employees to uncover primary pain points. Scrutinise current processes and tools encompassing performance, talent, and compensation management. Analyse historical performance ratings, metrics related to internal mobility and compensation. Investigate actions taken over the past 5 years concerning high and low performers. Employ metrics tracking successful action plan completion within the following year. 

Introduce updated performance appraisal and talent management guidance, acknowledging constraints in altering the HRIS. Provide group training and individual coaching for people managers. Implement pay-for-performance and annual talent reviews, incorporating calibration meetings. Establish a structured approach to Performance Improvement Plans (PIPs) and Personal Development Plans (PDPs).

· Balanced Performance Distribution: Achieved a balanced ratio of low to high performers, streamlining the allocation of reward and development resources effectively.

· Substantial Reduction in Poor Performance: Identified and successfully managed poor performance cases increased x7, resulting in significant financial savings and paving the way for the recruitment of new, high-caliber talent.

· Strategic recognition: Implemented consistent and strategic reward practices, acknowledging individuals with the most impact on company performance. This approach extended to key talent, including successors, individuals with niche skills, and those in critical roles, significantly boosting overall motivation.

 Supporting the recently acquired consumer goods distributor, our client—a small distributor—seeks proactive assistance in preparing for a seamless integration into the larger American conglomerate.

Benchmark the new organisational design and job titles to ensure alignment with the new corporate structure. Identify potential red flags related to structure, roles and responsibilities, or compliance, and recommend corrective measures or alternative solutions for optimal alignment.

Conducted a comprehensive assessment to facilitate the transition from the old to the newly proposed organisation, job descriptions, and key stakeholders' perspectives. This included in-depth interviews with CEO, HR, and Senior Management to understand the business model, workflows, and proposed changes. Additionally, undertook industry and competitor research to identify relevant benchmarks and potential risks, aligning with the CEO's goal of achieving a successful and smooth integration. 

Generated an advisory report featuring in-depth analysis and recommendations regarding the organisational structure, identifying opportunities, critical roles, and potential risks. The report encompassed corrective actions and alternative solutions. Additionally, created a robust support plan for senior leaders transitioning into roles with increased responsibilities or significant changes. Concluded with a comprehensive culture transformation plan designed to align with the strategic goals of the organisation. 

· The client successfully adopted the proposed corrective measures and alternative solutions, resulting in a seamless integration. 

· The proposed job titles and descriptions were seamlessly integrated into the new organisation. This integration ensured clarity and alignment with the larger corporate structure, contributing to a more cohesive and efficient workforce.

Overall Impact:The successful implementation of integration strategies and the seamless incorporation of job titles and descriptions not only reflected effective organisational planning but also contributed to a harmonious transition, fostering a positive environment within the integrated entity.

An energy sector company has experienced dramatic growth in terms of business size and headcount. Teams and lines of business are not operating in a cohesive enough manner. Management wants to retain the existing positive culture and also to improve performance levels even further.

To enhance understanding and collaboration across departments within the company, our program aimed to increase attendees' knowledge about the challenges, functioning, and objectives of the various departments, fostering a holistic view of the organization. The project ensured that all departments experienced a project as a whole, providing firsthand exposure to diverse situations and difficulties. Through safe and authentic business contexts, the initiative created opportunities for interaction, reinforcing and accelerating the integration process for newly hired individuals. 

To ensure the success of a the business simulation exercise, meticulous prework was essential. This included an in-depth study of the company's business, organization, and roles, conducting interviews with key stakeholders, and designing immersive experiences. Additionally, the engagement and training of employees playing special roles in the exercises were integral to creating a dynamic and effective learning experience. 

· A learning journey with stations where attendees could delve into the objectives, challenges, and functioning of different business areas. Attendees had the opportunity to ask questions and provide feedback

· A competition where participants worked in teams to develop and present the best project, they were confronted with very limited time and resources, tough negotiators and significant restrictions that challenged the initiative. Each project was be scored by stakeholders based on financials, technical criteria and skills displayed 

The initial program garnered excellent feedback from the client, leading to another team, headquartered in a different European country, expressing a keen interest and buying a similar program. This positive response indicates the effectiveness and value of the initiative. 

Months after the program's implementation, there has been a significant improvement in collaboration and awareness levels reported by both management and staff. This positive shift signifies the lasting impact of the immersive program on fostering a more cohesive and informed work environment. 

 A professional services firm is seeking to assess and redefine its Human Resources (HR) function. The firm's partners have limited insight into HR operations, and feedback from employees has indicated areas for improvement. As a result, the partners are initiating a comprehensive health check of the HR function to identify necessary improvements and ensure it meets compliance, efficiency, and strategic goals. 

 The primary goal is to perform a thorough review of the HR function, focusing on compliance review, verification of the utilisation of best practices and employee feedback.
The client expects a report which identifies key issues, or "red flags," requiring immediate attention, as well as the provision of strategic recommendations based on the health check findings.

Discovery meetings held with key individuals to clarify the current state of HR operations, analysis of  policies, procedures, contracts, and other relevant documentation. This exercise was approached as a developmental opportunity for HR team, involving them in the review process to also secure their support and active participation.

• Conducted a detailed examination of HR policies and employment contracts, particularly focusing on typical areas of concern for a professional services organisation

• Held interviews with staff to gather insights into their onboarding and ongoing HR experience, ensuring an inclusive perspective in the health check.

• Analysed the firm’s current HR processes in the context of legal compliance and industry best practices, identifying gaps and areas for improvement.
  

• Provided the firm with a comprehensive report outlining key compliance issues, practical recommendations for addressing immediate red flags, and a proposed strategic direction including a set of initiatives to drive the recommended strategy

Presented the result of our work to the partner group and recommended next steps.

The Head of HR appreciated the feedback and took over from us to implement the recommended roadmap with the support of the partners.