At a glance


At a Glance

  • Major business transformation project

• History of problematic projects

• Key initiative for future company strategy and operations

 
Project:

Benefits, Vision & Change Management

Client:

 Confidential
Industry: Facilities Management

The company had been expanding steadily and had outgrown the current processes and systems. This had been identified as a bottleneck for growth, for which a major programme to overhaul business processes and IT systems was launched.


    

Scope:

Solution
 Our change approach was designed to achieve three goals:-

1) to ensure the business was ready for the new ways of working
2) senior management focus on benefits realisation as a driver for business change
3) to have a pragmatic plan to make the business change sustainable 

The objective was to build a sense of business ownership, produce the key deliverables and to gain the momentum required. The first step was developing and then communicating the programme vision. Next the process of identifying the “What’s in it for me?” (WIIFM) to ensure that the success of the programme became more personal.

Subsequent activities were assessing the readiness for change, understanding risks and issues, a briefing pack at the end of each stage for cascade to Change Champions teams. An ongoing task was identifying and refining the tangible and intangible benefits, to provide the baseline for measuring success. 

Weekly ‘town hall’ sessions were held every Friday in the six weeks prior to Go Live  including a webinar link, with around 100 attendees, plus many offline viewings of the sessions at weekends.

Key Business Benefits:

Outcomes

Feedback from the Sponsor has confirmed the high levels of commitment across the organisation to meet the challenging programme milestones which culminated in a successful Go Live.

The Turnstone Approach:

The objective was to build a sense of business ownership, produce the key deliverables and to gain the momentum required. The first step was developing and then communicating the programme vision. Next the process of identifying the “What’s in it for me?” (WIIFM) to ensure that the success of the programme became more personal

"We set Ruth the goal of ensuring the business was ready for new ways of working by the planned Go Love in July 2014. With Ruth's guidance and her readiness to challenge us, we not only successfully delivered a major programme on time and on budget, we are also changing our culture in ways that have already had the positive efffect of putting the customer at the heart of what we do, on winning work and working more collaboratively.

The change management support from Ruth has given us some key principals tht we can follow on all our change initiatives. The most important of these is keeping the the focus on benefits, communicating a strong vision of what the intiative will deliver and involving people in all aspacts of the change" CEO