Success Stories

The IT services provider was getting mixed ‘yo-yo’ results, with the team unclear on direction and priorities.

We needed to build a solid operational framework to convert strategic direction to operational actions.

We initially facilitated workshops to understand the gap between strategy and operations. We distilled key KPIs with lead indicators to give on-the-ground direction. By building a forward view of key aspects of the business, the priorities became clear and obvious. These covered not just sales, revenue and financials, but also people, market coverage and social impact. We ensured that communication was regular with all the employees through several modes that allowed everyone to appreciate progress and their role in it.

The work carried out over 15 months resulted in clear prioritised actions, motivated workforce development and resulted in consistent growth. The organisation achieved a 100% increase in monthly run-rate in < 2 years, and a >200% order book achievement on annual revenue.

An IT consultancy is a digital leader in UK public sector. It was unsure of how to achieve sustainable growth in the long-term.

The consultancy required to develop a long-term strategy and an action plan to implement it.

Using the 3-horizons and 7-degrees-of-freedom models, we identified current priorities, adjacent growth opportunities and long-term investments. We strengthened existing propositions in digital services, built a team around adjacent data services and made investments in AI and packaged software implementation services. We convened a leadership team to further develop and implement the initiatives.

This has resulted in consistent account growth in digital services, three new engagements in data and a growing pipeline in horizon 3 initiatives, all built and achieved in under 6 months.

A well-known European SI has a strong heritage in delivering transformative digital services. It needed to make a sustained entry into the UK digital services market which is the largest in Europe.

Our challenge was to identify priority segments, frameworks and messaging that could provide the initial leap followed by a consistent growth trajectory.

By analysing current demand/spend in UK public sector and aligning with transferable capability, references and differentiators, we identified 3 priority sub-sectors in healthcare, taxation and education. We identified potential seed projects, stakeholders and frameworks. We ensured that our digital services proposition was aligned with policy objectives.

We secured 3 major projects that were critical national infrastructure programmes and got selected to two major frameworks. This enabled the organisation to demonstrate not only the capability to deliver large public sector programmes but also established a pattern of identifying cross-geography capabilities that has created a consistent growth opportunity.

A medium-sized India-headquartered IT services provider wished to expand into the UK public sector. Although it had a long history of operating in the UK and partnered with larger SIs, it was daunted by the challenges of engaging public sector organisations.

 This was an important initiative for the organisation to replace ‘sunsetting’ major accounts and continue to grow consistently.

 With a small team of 3, we identified key growth areas and departments. We honed into four areas of central government that best resonated with technical and functional expertise within the organisation. We prioritised areas based on expertise, accessibility and budgets. In parallel, we also identified and established into the right frameworks for the organisation’s services.

 We secured 4 major programmes initially by differentiating our offer to not only deliver the work but to improve client’s capability in parallel. By ensuring customer success, we were able to grow business into both adjacent and new areas. Within 15 months we were able to offer new services.

To date, this unit has now delivered over $1bn in profitable revenue providing growth for the organisation and its people, value for shareholders and successful programme delivery for central govt departments.

A digital services organisation of 1,000+ people in the UK had established success but growth was inconsistent. While not intended, the organisation was bureaucratic with only a few decision makers.

This resulted in ‘churn’ in the middle level management and made it hard to develop people from within.

At first, we developed an organisation model that enabled most decisions to be made by the teams themselves with very few escalations further into the organisational hierarchy. We changed the role of executive to be accountable to its people and ensuring that mentoring was central to our performance management. We also needed to change the KPIs to support this business model change.

While at first the new structure was seen as another ‘change’, when the teams started experiencing the autonomy, it re-energised the staff. It also resulted in organisation creating flexibility in its delivery models to suit different sectors; investment decisions were made ‘in the open’ and the organisation has experienced a double-digit CAGR growth over the last 10 years demonstrating sustainability.