Case study 1
Programme management
Issue
Commercial pressures and the need for alignment with re-focussed customer propositions were driving the client, a national firm of Independent Financial Advisers, to undertake a strategic restructuring of their organisation. This was aimed at creating a lower-cost but forward-looking business which would be in good shape for future growth.
One of our directors, Jon Cook, had already been involved in the first two stages of a phased approach. These involved creating a sales management structure with devolved P&L accountability aligned to the customer propositions, and centralising administration into regional centres for economies of scale.
Having bedded these changes in, the client wanted to take the next step, integrating some organisation units which had historically been separate (and excluded from previous stages), removing unprofitable elements of the organisation, and completing the regionalisation of the administration functions.
In addition, the market environment remained extremely tough, adding urgency to the need to capture worthwhile cost savings from this next stage.
The client recognised that the challenging timescale and the emotional impacts on staff of ‘change-on-change’ called for a robust approach to the definition, communication and management of the change. In particular, it was essential that implementation work rapidly gained momentum, with the full involvement and support of the key line managers and support functions.
Approach
The initial contribution was to facilitate a project kick-off workshop involving all the senior stakeholders. This drove out an unambiguous, agreed definition of the scope and objectives of this stage of the client’s overall change programme.
This initial understanding was then developed into a detailed design for the new organisation and revised roles. This enabled validation of the vision with a proper understanding of how the ‘new world’ would work, and how the change would be achieved. In turn, this helped to resolve unknowns, and to create a definitive catalogue of changes and savings that formed the baseline against which delivery and benefit realisation was monitored.
Jon then took the responsibility for managing the implementation of the change. A fit-for-purpose project process was established that enabled the client’s own communications and HR professionals to contribute effectively alongside their ‘day-jobs’, and provided the client’s sponsoring Director with visibility of progress and challenges.
A critical path for implementation was rapidly established, generating buy-in from the full management team to an aggressive deadline. As speed was crucial, Jon established an approach to managing the project which relied on debate and decision-making at frequent steering group meetings. This created a real unity between the key stakeholders and the project team, ensured clarity, buy-in, and rapid closure on decisions. This in turn created the platform for persuasive staff communications, generating a clear under-standing of the need for change and the practicalities and benefits of the target organisation.
Results
Jon provided “the glue that held the project together”, and enabled the client to achieve a major reorganisation within 3½ months from project initiation, including effecting a number of redundancies.
A robust focus on practical outcomes and benefit realisation ensured that both the vision and targeted savings were fully achieved.
The project approach incorporated an emphasis on staff communication and consultation, that led to staff acceptance and understanding of the change, ensured the fair treatment of employees, and avoided any Employment Tribunal issues.
An effective partnership with the sponsoring Director and his team enabled rapid decision making, and avoided the delays associated with unresolved issues and extensive consultation ‘behind the scenes’