1. Troubleshooting - Turnaround losses in 5 months
An engineering company was making a £M loss and had accounting, computer and customer problems. It was the largest employer in the local area subject to much local publicity.
Our solution blended accounting and IT skills with good communications. We turned around the losses and all the problems in 5 months.
2. Growing pains turned into Quantum Growth
After a period of rapid growth, an agricultural company suffered acute embarrassment and customer dissatisfaction because they were losing farmers’ stock. Also farmers’ accounts and payments were taking a long time to process. Our solution - a novel BPR programme. We designed and developed a tailored computer system, as well as new accounting processes with tighter business controls.
3. Undercapacity fuels takeover for Quantum Growth
A FTSE company had outsourced its accounting and administrative systems but it was suffering from rapid increases in manpower costs and overheads due to inefficient IT systems that were overstretched. Our solution - to switch back to inhouse systems with new processes. The company cut overheads 50% and doubled sales.
4. Turnaround a failed IT development in 3 months - on time and budget
A £bn FTSE company had developed a new £M IT system but the users had rejected it in system testing because it failed to perform. Our solution - a creative workshop to rebuild trust between users and IT Dept and to plan novel modifications to make the system viable. The joint project team saved the IT system and everyone rebuilt their reputations and all completed within time and budget.
5. Solve a sales strategy dilemma - golden opportunity or minefield? A solution in a week
A specialist £M financial services company lacked detailed skills to enter a new but related, market but it had the opportunity to bid for a new big client. They needed an answer quickly within one week. Our solution - to assemble a team of experts with high quality market statistics and information. They bid and won. Now they are thinking about taking over a competitor.
6. USA parent accidentally suffocates European subsidiary - our independent opinion helps
High volumes of foreign currencies and JVs were two problems the European subsidiary had but the USA parent wanted to ignore them in order to impose its Head Office systems. We help communicate the cost and revenue implications to persuade the American parent to allow the European subsidiary to retain and modify its systems. Thus the subsidiary will be able to provide monthly data for the American Head Office in the required format.
7. Implementing a complex outsourcing deal quickly to avoid penalty payments
A FTSE100 company had outsourced its operational support quickly to get a good price. Now it had to implement a BPR programme and get a large IT system live in 6 months. We devised a creative thinking workshop and brainstormed a solution in one afternoon. Next we project managed the implementation using our approach to team motivation and delivery. All time, cost and quality targets were met with a payback of 7 months.
8. ISO Quality accreditation recovers customers from poor quality IT and operations support
A FTSE100 company suffered high costs, poor staff morale, high labour turnover, work backlog and customer dissatisfaction. We proposed outsourcing the IT and customer support and attaining ISO9002 accreditation. We improved customer communications and introduced simpler service level agreements and pricing structures. The backlog of work and staff turnover shrank, and customer satisfaction, staff productivity and quality soared.
9. Year end reporting and capital adequacy crisis solved by novel design and 24 hrs computer programming
A £bn financial services company normally consolidated its year end accounts manually. However massive losses suddenly increased the workload dramatically due to tighter restrictions on capital adequacy. Also the IT dept could not deliver their consolidation system in time. We produced a novel database design and had a team of computer programmers working 24 hrs a day. We finished the development on time, quality and budget - meeting the year end and capital adequacy test.
10. Key customer is retained after persistent billing and other errors are fixed.
A £bn FTSE100 division had seriously offended its largest customer by repeatedly issuing duplicate invoices and making other errors. There were also regular disputes whether items were “inclusive” or “chargeable extras.” We reorganised the sales, operations and accounting teams and simplified the customer contract and service level agreement. We planned and negotiated a downsizing programme to reduce everyone’s costs. The customer got a large refund for all overcharges, regular accurate invoices with all items clearly identifiable, reduced costs from downsizing and continual high standards of service.
11. Quantum thinking increases sales 10 times.
A £bn FTSE100 company did not know how to value its unique software which its business partners wished to acquire. We advised the company to switch from cost-plus to market value pricing policy and to prepare service level agreements and software licences. Thus the software was increased in price 10-fold. We brought out many overlooked support issues into the open. We also helped their business partners justify the cost. Consequently the final contract is concluded to everyone’s satisfaction.