Value realised
The ATM Working Group agreed to a Treasury initiative to address the issue of a significant number of communities living on low incomes and in socially deprived areas that had no access to cash machines, or only machines that charged a fee for withdrawals.
Value realised
The company met its strategic vision of focusing manufacturing activities that provide sustainable employment in the UK. It also delivered the anticipated financial benefits of £148m cost avoided through the closure of sites, and a further £30m from the transfer of business activity from closed sites to retained sites.
Value realised
Senior managers of Lloyd’s Register were now confident that their scarce IT resources were being deployed to deliver to their agenda in a near optimal way – and the development of the competence and capability of IT was closely aligned to the needs of the organisation.
Value realised
The value of the ‘Right First Time’ initiative was set out at the outset. There had to be: clearer definition of projects; more engaged stakeholders; and less time and money spent on project rework. After three years, a senior I&IIT executive stated that they had audited that the level of rework costs had been reduced by 40%.
Value realised
The demands made on the capability and professionalism of project managers involved in the de-fuelling and decommissioning UK’s Magnox nuclear reactor sites are considerable. Now, when senior management allocated project managers and the other professionals they knew what the required competencies were…
Value realised
Powerful stakeholders were mobilised to support the initiative to improve project management, a clear agenda was agreed and instead of passive or ‘accidental’ negativity there was a genuine commitment to achieving the outcomes.
Value realised
The John Lewis Partnership is a highly successful and respected high street retailer. In an environment of increasing innovation and development new channels to market, John Lewis has become increasingly interested in effective and assured project delivery.
Value realised
The intentions of the Eurostar Board were translated into reality by organising and focusing the portfolio and funding structures to better reflect the strategic and the operational needs of Eurostar. Eurostar delivered to its strategic objective.
What is it? Knowledge sharing is about creating a two-way communication environment for members of an organisation to exchange expertise and experience for business improvement and innovation.
What it is not? Knowledge sharing is not just clever collaboration software (e.g. SharePoint) technology by itself will not make people share their knowledge.
What’s different afterwards? An environment that enables and motivates sharing, encourages and simplifies access and builds on others’ expertise and experience.
What is it? Capability assessment identifies opportunities for forward development, and establishes an overall picture of the capacity of the discipline as a whole.
What it is not? Capability assessment is not a substitute for organisational or personal development plans – it supports the decision-making by HR and operations managers about the level of competence available compared to what will be needed.
What’s different afterwards? Activities to develop change practitioners are focused on individuals within communities of practice where common needs are identified. By targeting development in this way, the cost is reduced while the effectiveness and relevance of the development dollars is increased – with the specific profile of competences required strengthened.