Re-engineering Major UK Construction Joint Venture
How do you compel opposing boards to coalesce around a singular vision for a failing £Bn joint venture? How do call a halt to disruptive behaviours and rally two organizations to fund a programme of change to realise a new target operating model?
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Part of our case study series, this tri-fold summarises how, over a 12 month period, we helped two boards reconcile differing views on sources of failure to develop designs for a new target operating model. Adopting best practice in programme design (MSP), we worked closely with the two companies to design a new transformation programme, addressing all aspects of people, process, systems, data and governance.
‘…thoroughly professional and empathetic…has that rare trait of listening…worked with me through particularly complicated and difficult period ..was someone that I could trust to give sound, measured advice when most needed. In a crisis? This is your man…’ Business Development Director
