From chaos to order and a clear plan for growth


We worked with a recently appointed area VP who was responsible for setting up a global delivery centre, integrating the work of project managers and consultancy and professional services, with the ultimate aim of improving service to clients, reducing costs and increasing revenue and margin. It was a big ask as the company had a siloed culture across operations, was further fragmented across different countries and in many locations didn’t have basic delivery processes in place.   

By the end of her programme the VP saw good progress in certain countries, mostly in emerging markets, and more moderate progress in the more established countries. However, she had excelled in giving a clear direction and guidance to the organisation, which it had become apparent, was running to catch up with such a big and fundamental change. For the first time client delivery had genuine leadership and a widespread understanding of what it needed to do next to improve performance across the board.

The VP was encouraged by the progress she’d made and also frustrated by the rate of change she had been able to initiate, perhaps being unaware at the outset just how difficult real and lasting change can be on such a large scale. She had managed to implement a delivery process that was finally being adopted globally and was showing results. In the Nordics, for example, project managers were engaging with consultants and professional services much more positively, and the consultancy part of the business in India, Manila and Pakistan had changed their self-perception from a neglected service to one that was central to the future growth of the business.

Together these changes made the company more competitive and also established more easily identifiable career paths for employees, which was reducing attrition. Importantly, by the end of her programme the VP was clear on what she needed to do next to build on her success, such as focus on getting the right people on her leadership team and developing them further, continue to develop the delivery model and supporting collateral, develop a more sophisticated resourcing model and formalise collection of feedback from clients at different stages of project delivery. An accomplished exec, she is still with the company and has had two further promotions.