The approach Project One provided the
Having the Leadership capability and Programme Management disciplines, underpinned by strong technical expertise, and establishing the right team culture, was vital to the success of the programme. “We did this differently to how other organisations might have tackled the challenge. We changed our approach to allow Project One to do what they’re good at. We built a strong team of 100, the right people, with the right skills, to do the right job. “We took our learnings from the Life and Savings divestment and refined our approach. Having the right PMO, structure and documentation in place and checkpoints at the right time. There was a lot of scrutiny, and internal and external audits. It’s testament to the team how well we came out of these audits. It was an extremely well ordered, controlled and organised programme.” Andy Maher, Head of IT, CFSMS, The Co-operative Group.
leadership for the JSP which was jointly run and governed between the Bank and Group. Key to the success of the separation was getting the Bank and Group to make decisions quickly and effectively and enable them to work closely to reach their outcomes. To achieve this the team worked hand in glove with the Bank, running a joint governance structure, with all decisions made jointly between the two organisations, taking account of the interest and stake for each. “Whilst we were brought in by the Group, we operated on behalf of both the Group and Bank, providing a level of independence and objectivity to decision making for both organisations.” Tony Edwards, Senior Consultant, Project One. “There was great satisfaction in seeing the Group and Bank working together with third parties, pragmatically, to come to a solution very quickly.” Nick Cains, Programme Director, Project One. Alongside this, it was key to ensure all senior stakeholders (Coop Group CIO – Simon Bourne and Coop Bank CIO – Steven Friedlos), were engaged with the Programme, always clear on what was happening and why, and all pushing in the same direction. 1 month ahead of plan 37% under budget Separated 76 Applications Separated 27,000,000 correspondence records Separated 400,000 complaints
“It was key we had the continuity of the Project One team, bringing the skills, depth of expertise and core capabilities needed to deliver the complex outcomes we wanted. We knew we specifically wanted to work with Project One again as our partner, as we knew we had a winning formula.” Andy Maher, Head of IT, CFSMS, The Co-operative Group.
The outcome What does this mean for the business? The Bank and Group’s General Insurance business can now go on their own transformation journeys, taking their own applications and data, and neither is hindered by the other. This Programme successfully delivered the separation ‘treatment’ of 76 shared applications, one month ahead of the original plan and well under budget. It was held up as a very big success within the Group and the Bank. The team received great feedback and strong recognition from both Executive bodies. “Please pass my thanks on to all of the team for a brilliant achievement. I took great pride in telling Group Board today that you had separated 27 million correspondence records and 400,000 complaints – they were suitably impressed! Well done to everyone involved.” Simon Bourne, Group CIO, The Co-operative Group. We asked Andy Maher what he was most proud of; “I’m more than pleased with the result. It was a highly visible, regulated project, separating two regulated entities. We delivered on time and under budget, which is a great testament to the team and capabilities working on the programme. We had a real team culture, Nick and Tony have had a huge influence in creating that. How you do things is key, and you achieve that through the people. The team were motivated and worked hard. If you get the culture working right - you’re on to a winner.”
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