Airlines: Improved Customer Satisfaction Drives Revenues

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●Redesigned the customer management processes and streamlined the overall function

●Aligned the cultural and organizational structure toward a customer centric focus

●Developed and executed an effective Goal Translation process in support of the new customer centric mantra

●Developed and implemented position-specific Expert Models from obs

●Redesigned the customer management processes and streamlined the overall function

●Aligned the cultural and organizational structure toward a customer centric focus

●Developed and executed an effective Goal Translation process in support of the new customer centric mantra

●Developed and implemented position-specific Expert Models from observed best practices and results

●Implemented a System for Managing (SFM) to drive performance and create a culture of continuous improvement

Teams assessed, recommended, designed and implanted a new Stage Gated Risk Management process to the Bidding function :

●Aligned the Stage Gating process to the existing business functions / skills: oAssigned ownership of each step in the process with clear hand-off points oRisk Management Reporting was installed for each step and rolled

Teams assessed, recommended, designed and implanted a new Stage Gated Risk Management process to the Bidding function :

●Aligned the Stage Gating process to the existing business functions / skills: oAssigned ownership of each step in the process with clear hand-off points oRisk Management Reporting was installed for each step and rolled-up to an Executive Management dashboard ●Client gained predictability and control of the Bidding function which allowed project delivery issues to almost vanish overnight ●CEO was able to predict project performance with new weekly ”roll-up reports”  

●Recent performance had dropped drastically due to an increase in loss-making projects

●Global Head of Engineering had performed several analyses and was unable to pin-point the root cause of margin erosion

●Several high-profile projects were delivered at huge losses due to an overall lack of control of the Project Development Cycle

●The p

●Recent performance had dropped drastically due to an increase in loss-making projects

●Global Head of Engineering had performed several analyses and was unable to pin-point the root cause of margin erosion

●Several high-profile projects were delivered at huge losses due to an overall lack of control of the Project Development Cycle

●The percentage of margin destroying projects continued to increase due to a very successful business development focus

  Quick-strike Analysis of 4 on-going projects globally produced eye-opening results:

●Design and execution of a new Project Control Mechanism to instil discipline, ownership and predictability of outcomes ●Installed upgraded Risk Management processes in the Bid Phase ●Installed a new Project Management process to insure ownership by PM of

  Quick-strike Analysis of 4 on-going projects globally produced eye-opening results:

●Design and execution of a new Project Control Mechanism to instil discipline, ownership and predictability of outcomes ●Installed upgraded Risk Management processes in the Bid Phase ●Installed a new Project Management process to insure ownership by PM of each phase was clear, communicated and understood ●Organisational Development & Alignment of cross functional expert teams: oLeadership Alignment & Development oAlignment of leadership actions to strategy and internal processes  

  ●Leadership of the business was in transition with the CEO and the Managing Director being changed. The SLT was badly aligned and in open conflict

●The succeeding Managing Director was under pressure to resolve issues and attain KPI’s but lacked knowledge and understanding of leadership

●While sentiment towards the successor was positive,

  ●Leadership of the business was in transition with the CEO and the Managing Director being changed. The SLT was badly aligned and in open conflict

●The succeeding Managing Director was under pressure to resolve issues and attain KPI’s but lacked knowledge and understanding of leadership

●While sentiment towards the successor was positive, serious doubts existed at the CEO and SLT level that they had the skills to be successful 

  Full design, execution of a 15-week Leadership Programme delivering benefits to the Managing Director and SLT:

●Demonstrating Leadership ●Masterclass on Transformation ●Managing Behaviours & Culture ●Determining and Communicating Values and Behaviours ●Methods of installing and sustaining Values and Behaviours ●Leadership/Board Meeting M

  Full design, execution of a 15-week Leadership Programme delivering benefits to the Managing Director and SLT:

●Demonstrating Leadership ●Masterclass on Transformation ●Managing Behaviours & Culture ●Determining and Communicating Values and Behaviours ●Methods of installing and sustaining Values and Behaviours ●Leadership/Board Meeting Management ●Leadership Behaviours V’ Management Behaviours ●Translation of Strategy to Tactics ●How to create an Aligned Organisation ●Conflict Resolution ●Persona and Management Style ●Managing and changing Belief Systems ●Recognition & Rewards Systems  

●After 2 year the operational efficiencies had been realised effectively leading to higher profits and market-share

●Internally the fast-paced change had taken a toll as processes were extremely inefficient and business units becoming increasing siloed

●A result was 2 separate SAP systems that were not synched or overlapped in any real me

●After 2 year the operational efficiencies had been realised effectively leading to higher profits and market-share

●Internally the fast-paced change had taken a toll as processes were extremely inefficient and business units becoming increasing siloed

●A result was 2 separate SAP systems that were not synched or overlapped in any real meaningful way

●Situation was causing uncertainty in forecasting, serious strain on business continuity and a growing headache for the people managing the processes

Performed a Business Process Mapping engagement across both siloed business over 6 countries:

●Business Process Mapping of all core processes on both SAP systems: oTop down and bottom up oLinked people, process and technology to the business realities ●Built the Roadmap for amalgamation of the SAP systems that erased duplication and conn

Performed a Business Process Mapping engagement across both siloed business over 6 countries:

●Business Process Mapping of all core processes on both SAP systems: oTop down and bottom up oLinked people, process and technology to the business realities ●Built the Roadmap for amalgamation of the SAP systems that erased duplication and connected the business from field operations through to finance via a System for Managing ●New version of SAP was commissioned bringing the business truly into operational alignment  

  ●Client grew rapidly by applying a well developed sales and delivery strategy during an economic upturn

●The client CEO needed to deliver a performance review to the Senior VP and peers in the cluster

●Previously, delivery of this review had gone very badly with mistakes, incorrect findings and irrelevant information being presented

●As a 

  ●Client grew rapidly by applying a well developed sales and delivery strategy during an economic upturn

●The client CEO needed to deliver a performance review to the Senior VP and peers in the cluster

●Previously, delivery of this review had gone very badly with mistakes, incorrect findings and irrelevant information being presented

●As a result, the client CEO and the Country office suffered a loss in reputation and poor review outcomes 

●With declining support from the SVP, the sales development strategy of the business was at risk of being derailed or cancelled

  Reviewed the performance data available and requested additional information to built a competent performance review presentation:

●Broad economic statistics and budgetary spend data were used as reference points to demonstrate true market growth for healthcare and nutrition related products ●Market share dynamics and earnings per employ

  Reviewed the performance data available and requested additional information to built a competent performance review presentation:

●Broad economic statistics and budgetary spend data were used as reference points to demonstrate true market growth for healthcare and nutrition related products ●Market share dynamics and earnings per employee (sales and overall) were used to demonstrate improvements against competitors ●Clarity was given on the performance of products by class and by brand ●The positive impacts of price increases, promotional tools (product mix, bundling, incentives) were shown ●New promotional ‘go-to-market’ defined  

●Client grew rapidly through acquisition of separate FMCG businesses during an economic upturn

●Shared Buyers were poorly understood and joined-up positioning was absent

●Buyers unaware that businesses were connected. No synergy or integrated approach to business and market development existed

●Competitor companies were gaining market shar

●Client grew rapidly through acquisition of separate FMCG businesses during an economic upturn

●Shared Buyers were poorly understood and joined-up positioning was absent

●Buyers unaware that businesses were connected. No synergy or integrated approach to business and market development existed

●Competitor companies were gaining market share selling into the same customer-base without difficulty

●Tightening spend during downturn drove organisation to decrease capture-spend

 Designed and implemented a broad Go-to-Market programme across the multiple business units over several geographies:

●Organisational Development & Alignment of cross-functional business development teams ●Increased in-house portfolio awareness and product integration ●Re-structured Rewards & Delivery KPIs to motivate cross-functional team

 Designed and implemented a broad Go-to-Market programme across the multiple business units over several geographies:

●Organisational Development & Alignment of cross-functional business development teams ●Increased in-house portfolio awareness and product integration ●Re-structured Rewards & Delivery KPIs to motivate cross-functional teams to the desired outcomes ●Developed integrated full-service-offerings with corresponding collateral for Key Accounts ●Installed a communications platform to facilitate referrals/cross-selling across teams  

  ●Specialist diving-bell / diving equipment makers were acquired separately and merged into one operating unit across multiple international sites

●New MD brought in to drive the merger culturally, operationally and commercially was struggling with entrepreneurial and self-serving mindsets, and the silo mentality of the respective compani

  ●Specialist diving-bell / diving equipment makers were acquired separately and merged into one operating unit across multiple international sites

●New MD brought in to drive the merger culturally, operationally and commercially was struggling with entrepreneurial and self-serving mindsets, and the silo mentality of the respective companies leadership teams

●Organisation was reactive in all areas despite its technical engineering capability being world-class

●Profitability, quality, product development and client servicing were all at critical levels

  Full design, implementation and execution of a Transformation Programme delivering a 40% increase in EBIT:

●Organisational Development & Alignment of MD to Sr. Leadership Team (SLT) & SLT to Wider-LT to WLT to Departments ●Re-design of Project Control process installing control, accountability and predictability of results through an End

  Full design, implementation and execution of a Transformation Programme delivering a 40% increase in EBIT:

●Organisational Development & Alignment of MD to Sr. Leadership Team (SLT) & SLT to Wider-LT to WLT to Departments ●Re-design of Project Control process installing control, accountability and predictability of results through an End-to-End operating model aligned to client/market demand ●Design and implement a full breadth MOS/SFM linked to the new Op Model - aligning Sales/Bids to Programme Mgt to Manuf. to Procurement/Supply Chain  

  Designed a series of coaching, mentoring and strategy sessions as Project Synch:

●Worked both individually & with Project Team to design work charters and implement them into the business: oUpgraded clear communications oReallocated internal resources oInstilled accountability for progress oPerformance Reporting was installed for each in

  Designed a series of coaching, mentoring and strategy sessions as Project Synch:

●Worked both individually & with Project Team to design work charters and implement them into the business: oUpgraded clear communications oReallocated internal resources oInstilled accountability for progress oPerformance Reporting was installed for each internal project and rolled-up to an Executive Management dashboard ●CEO was able to forecast results with assurance that internal initiatives would be accomplished  

  ●Senior management was divided over importance of customer focused culture

●Majority of revenues were derived from footwear sales versus higher margin products and services

●Performance and scheduling data was deeply flawed and inaccurate

●Organizational behaviour and culture was focused on selling footwear and although the latest strategy

  ●Senior management was divided over importance of customer focused culture

●Majority of revenues were derived from footwear sales versus higher margin products and services

●Performance and scheduling data was deeply flawed and inaccurate

●Organizational behaviour and culture was focused on selling footwear and although the latest strategy was to move beyond that line, behaviours and results showed ineffective implementation 

●Increased global competition began eroding client’s market share, profit margins and revenues

  ●Secured agreement and alignment of goals/objectives by senior management and translated then cascaded throughout the organization

●Reorganized the company to set the stage for a Customer Centric and high profit margin focused culture

●Implemented a new Operating Model focused on effective planning, execution and reporting

●Created and exe

  ●Secured agreement and alignment of goals/objectives by senior management and translated then cascaded throughout the organization

●Reorganized the company to set the stage for a Customer Centric and high profit margin focused culture

●Implemented a new Operating Model focused on effective planning, execution and reporting

●Created and executed success-oriented standards of performance and best practices driving increased revenues, high margin product/services achievement and customer satisfaction