PUBLIC SECTOR

CASE STUDIES

Using Technology to Break Down Silos

 

Start-up £100m IT project involving team from 3 competing external providers and 5 divisions of client

 

Problem: Each of the external providers wanted to assume full control and position themselves as the preferred future contractor; silo mentality and resistance to external input

 

Solution and Results: Designed and facilitated strategic workshop to build shared vision, identify key issues, draw on combined experience and develop action plans; well considered ambitious high level plan; shared ownership of goals; immediate traction

 

 

Install a global financial management system for HQ to regain financial control following a major 'black hole’ in the accounts

 

Problem: Highly autonomous country offices run for a long time as mini fiefdoms resisting transparency

 

Solution and Results: Designed and facilitated six kick-off workshops around the world in one month to frame, integrate, motivate and initiate immediate action; well considered ambitious high level plan; shared ownership of goals; immediate traction

 

 

Develop ‘true partnership’ at interfaces between external providers, internal IT function and business units of global bank

 

Problem: Lack of accountability, transparency, trust; zero sum game; complexity; inputs focus

 

Solution and Results: Designed and facilitated workshops to help different parties specify the deliverables each require at key interfaces, a simple measurement system that allows for objective monitoring of progress, and a step-by-step action plan to break down the challenge into manageable chunks; measured improvement at all interfaces e.g. attached graph for the IT function and one of the business units

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