Sector |
Business Problem |
Solution |
Value Added |
| Mining |
Knowledge Management too new and too fragment to be of real value to the key decision makers |
Creation of a KM working group to set up local, regional and global teams and tools to source and share information, knowledge and its understanding for the operating companies to utilize in their decision making process |
Pulling together various key players, information sources and process to create one conduit for Knowledge Management with in global organization having some 30plus operating companies and operating in over 70 countries |
| Mining and Central Government |
Rationalisation of Applications, Licenses and Support Costs |
Creation of a specialist service to manage operations related to this area |
Identification of gaps and overlap specifically during mergers,acquisition,integration and sell-offs |
| Precious Metals Exploration |
Global View of Investment |
Creation of a global PMO to allow the ability to focus finance,resource and effort inline with changing business requirements |
Consistency, Standardisation and Capability basline/uplift
Centralised release of PMO services
Single view of the portfolio performance
Single portfolio Managment Information source
|
Precious Metals Exploration
|
Fragmented Voice and IT infrastructure |
Carrying out Total Cost of Ownership (TCO) in a fragmented Voice/Data service with options on how to reduce the financial loss |
Detailed understanding of voice and data services and market place including the new VoIP and Wireless services to provide a comprehensive 3 to 5 year rationalization,consolidation and growth plan. |
| Brand Management |
Dispersed sales and marketing collateral across the EU
No single focused European view on Sales and Marketing, Sales opportunities or trends
No consistent manner in which business partners can be managed, measured and benchmarked (B2B) |
Introduction of a pan-European B2B portal to all the company and its business partners to share appropriate Marcomms material and Sales opportunities in there OWN language and under their respective commercial laws. |
Combing the wealth of knowledge existing with an organization spread across Europe into one "bucket" that allowed knowledge to created and shared in a consistent manner |
Global Distribution |
Fragmented WAN,LAN,IP, VoIP and Desktop Strategy |
Mobilization of a global network programme consisting of a network strategy, evaluating managed services, VoIP and Security of the infrastructure. |
Programme Management of the global mobilization and ITT of the managed services |
| Telecomms (3G) |
Unable to launch a specific 3G service due to the revenue not being attractive |
Assessing the risks of not implementing the service inline with the markets and city analysts view
Assessing the risks of not implementing the service vs. what the competition are doing |
Thinking outside the box allowed the service to be developed and launched
Once launched the uptake was greater then the original market research |
| Outsourcing |
Off shoring company unsure on how to grow from a technology specialist to E2E Programme Management centric and deliver complex business effecting programmes |
Mentoring key Marketing and Sales, Programme Directors and Managers to present there offerings in a new manner so to show that E2E Programme Delivery is an extension of their current portfolio and not a NEW service |
Development of a new Sales and Marketing Strategy with the client. |
| NHS |
Communication between the Health Authority and its contracted Health Care providers was erratic,unreliable and outdated solely based on the phone system |
Introduction of secure messaging to allow GP,Pharmacists,Opticians and Dentists to communicate via email and www services to order supplies and equipment - in a secure manner |
Bring together disparate systems, procedures. Methods and applications into one generic "toolkit" to allow interaction via messaging and the www in a secure manner |
| Brand Management / Off shoring |
Major telecomms player outsourced the B2B portal to an offshore company who were becoming less transparent with time on a T&M contract |
Our specialists flew to India to carryout an independent due diligence and audit encompassing Commercials, Process, Method, Planning, Estimation, Resource Strategies and plan, Risk Analysis-Management, Delivery, Service Model techniques and Security. Areas of concern were raised with the supplier and corrected. |
Independent Due Diligence and Audit service for clients seeking new outsourcing,offshoring and onshoring partners or for existing relationships aiming to get greater value for money and transparency of the remote partner.
Assisting in introducing best practice that is consistent across the Supplier-Client engagement model |
