Diageo saves millions using a project value model

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As part of its strategic review, including setting up a shared service centre in Europe, Diageo had a need to overhaul, reorganise and standardise its processes. A key element of this was to differentiate between global processes (identical across all markets), common processes (similar across all markets), and local processes (focused on specific markets).

Working closely with the senior management team, we designed and ran workshops focused on:

As a result of this, we found that a number of projects did not have a robust business case and were therefore not being driven by their value to Diageo.

We developed a value model, tailored for Diageo's use, which directly linked benefits to changes. It enabled us to examine if the proposed changes were able to give rise to the specified benefits and to what extent.

By running projects through the model we were able to see which projects and processes were aligned to the business benefits and which were not. Any projects which would not deliver the required benefits could then be closed. The remaining projects were then aligned into a more coherent programme of change.

The Diageo board has since demanded that the CITI approach is adopted across their business units and for all its corporate projects. Diageo estimates that across a three year change cycle we have saved them hundreds of millions of pounds.

Expertise transfer

Expertise transfer

Expertise transfer (Secondment) enables organisations to gain access, on a short time basis, of an expert resource able to not only guide them through the change initiative, but also to help them to embed knowledge and expertise...
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Strategy for change

Strategy for change

Having an organisational strategy for change reduces waste, accelerates benefit delivery, prioritises the important over the demanding but, and most of all, reduces the risk of failed change.
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Strategy to action

Strategy to action

Translating strategy into action allows the Board to determine the extent to which the project portfolio delivers the organisation's strategy.
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Structuring programmes

Structuring programmes

Complex change is difficult to deliver, individual projects rarely succeed in doing so, and programmes are often seen as too hard to manage.
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Structuring projects

Structuring projects

Structuring projects enables business sponsors and stakeholders and project delivery professionals to gain clear understanding and agreement around the project from the outset.
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