Project One_Defence Brochure 2024

Project One and Defence Making a real difference to UK Defence

Project One in the Defence sector

Forward thinking across transformation and change in defence

making a real difference to uk defence

Who do we work with? Project One is proud to have built a fantastic track record helping some of the world’s largest defence industry businesses. We continue to support delivery across the Defence Enterprise - supporting the delivery of international portfolios of critical change and transformation. The combination of our industry experience and our complex change leadership capability makes Project One an ideal SME partner to support our defence customers make the most of this massive investment. Our customer list is a who’s who of the defence industry, our work has spanned some of their most pressing issues, including Digital Supply Chains, Complex Technology Systems, Cyber Security, Export Control, HR Systems, Manufacturing Systems, Finance Systems and Procurement Systems. Over half of our Consulting and Leadership Team have worked in this sector on well over 150 engagements in the UK and abroad, and we are committed to continue building on these relationships.

Climate change and sustainability There is a fast-growing pressure in the UK to reduce the carbon footprint of the MoD and its supply chain. We are well positioned to support our defence customers with their NZC portfolio, having formally committed to the UN Race to Zero campaign and signed up to the UK Government sponsored SME Climate Hub. We’ve been awarded a bronze medal in recognition of our overall sustainability achievement by Ecovardis for two consecutive years, and we are working towards our goal of halving our carbon emissions by 2030 and becoming Net Zero Carbon by 2050 or sooner. Cyber When it comes to cyber security, defence businesses need to have continuous and rapid change baked into their operating model, encompassing security and assurance policies, procedures, responsibilities and governance. With the increasing number and sophistication of both threats, and of cyber standards, agility is critical, and not something that always comes naturally in the industry. Project One has experience in leading comprehensive assessments of levels of compliance, standing up remediation programmes to increase maturity and establishing target operating models to drive towards best-in-class cyber defence.

People Focus “Workforce: our finest asset” - diversity and inclusion, family matters and benefits including childcare and accommodation, a focus on career management and development, pay and reward. Project One credentials transcend the manufacturing complexities of defence sector change and we can bring our expertise in areas such as real-estate change and HR and personnel transformation to bear. The environment is changing and new pressures are facing the sector that may not have appeared in the defence change portfolios of old. Project One can provide specific advice and skills that will ensure both the solution and the way it is delivered hits the spot.

The UK Ministry of Defence (MoD) has c.66,000 civilian and c.200,000 military personnel. These are supplemented with capability and capacity of many thousands of staff from suppliers. All together this breadth of skills and depth of experience makes up the UK’s Defence Enterprise. The UK’s Defence Enterprise focuses on driving world-class delivery, including the government’s c.50 key defence projects. These 50 make up a 5th of the portfolio of change on the Cabinet Office’s Major Projects Portfolio (GMPP) - key projects that promote national security and underpin the way we freely live our lives in the UK. At Project One we are immensely proud of our contribution to driving world-class delivery across Land, Sea, Air and Shared Services. In 2024 we placed 6th in the UK for Defence as a category in the recent Financial Times Leading Management Consultants report - truly outstanding for an SME business. Project One really is a very special business – a Small Medium Enterprise that works across defence to make a real difference.

area of work






Complex Technology Systems Manufacturing Systems Digital Supply Chains Global Design Separation HR Systems Finance and pensions Cyber Security Regulation and compliance Procurement



real change • real difference

The way we work we make a real difference

Our values drive everything we do

Delivering transformation and change in defence Our services aligned to your needS

As a delivery partner, the level of value-add we can bring to bear is far more than just delivering a change project. We operate across functions and organisations as well as their suppliers and partners to work through internal and external boundaries to drive the right outcomes. “Project One is one of the best, if not the best consultancy I’ve worked with in all my years. You moved my team on massively. Your rigour, thoroughness and people skills are outstanding, and you have done a great job sharing your wisdom and experience. We have built a great relationship and I hope and expect us to work again together soon.” Head of Transformation Global Defence Business

We’re passionate about helping ambitious organisations to change, thrive and grow – bringing clarity, pace and greater predictability to the delivery of business-critical transformation and change. We are a multi-award winning business that has built a formidable reputation for delivering change through our core services, all of which have been deployed through our work in defence.

In our major customers, we have created charters that guide how we work. These commitments are an important part of how we bring our values to life during our engagements and why we are retained to continue working with our defence customers over the long term. Our commitments are to: Deploy change specialists carefully matched to needs Place small teams of senior change professionals Deploy only where the need justifies external support Help to design and develop your internal change capability Commercial relationships that represent competitive value.

We know how important it is to engage with all colleagues, gather multiple perspectives and facilitate the making of collective decisions to affect real change. We work hard to strengthen relationships throughout the team, actively listen, learn and maintain two-way communication throughout the change journey.

“The Project One team members were integral to the successful delivery of the programme. They worked collaboratively with our teams and delivery partners, took on accountability, demonstrated excellent stakeholder engagement and had an ability to get down and in on the issues and actions when needed.” VP Delivery Global Organisation

“We have created a culture based on fairness and respect. Our values were established in 1998 and have stayed at the heart of our business since day one. They are embedded in everything we do and are core to how we work together and with our customers.” Steve Calder • Defence Sector Lead for Project One

Build trust and earn respect

Create clarity

The power of the team

Do what we promise and more

Do the right thing

Make a real difference

What makes Project One different?

Placed 6th in the UK for Defence by the Financial Times Over 100 senior change leaders with a minimum of 20 years experience Services to deliver your most critical change, keeping you in control

Team of senior Consulting Directors to assure our work Award winning consultancy recognised by our peers Global track record since 1998 Experience delivering in multiple sectors Built on our long-lasting partnerships, based on trust.



real change • real difference

What Services do we deliver?

Impact of our work

Delivering change Services at every stage across the defence sector We are change experts with over 25 years of experience in leading, designing and executing programmes. Our multi-award winning work has enabled us to build a formidable reputation for delivering change through our core services, all of which have been deployed throughout our work in the defence sector. There are so many complexities to consider but getting the basics right in this environment is essential – the main considerations, through the spine of any change journey, that guide our approach to leading change in defence are:

Spotlight on delivery in defence To illustrate the depth and breadth of our experience in delivering change, we have selected a handful of engagements. They are typical of the scale and complexity of our support and describe how we deploy our services.

Defining and Mobilising Change: Getting this part right is especially critical given the scale of complexity, and potential safety, security and compliance implications. Delivering and Embedding Change: Articles written on why complex change fails are too numerous to mention and we will not repeat the generic guidance here. Delivering change in our defence customers has taught us how to get change landed and to stick in exceptionally technical and highly skilled workforce environments.

Even where enhancing change capability is not a primary objective of the organisation, it is typical that by virtue of deploying our expertise, we help organisations develop a better level of self-sufficiency. This will vary from change portfolio management (governing how you do the right change); through change delivery (helping you implement the right processes or tools to do the change programmes in the right way), and even stretches to developing bespoke mentoring or development programmes for the customers’ teams.

Project One has successfully delivered many major change programmes and services in the defence sector. The list below is an example of some of the programmes successfully delivered, some of which are showcased in more detail within this brochure. Continuous Naval Shipbuilding (pages 8-9) Pensions Consolidation (pages 10-11) Meeting Export Control Regulation (pages 12-13) Business Performance Turnaround (COO level) (pages 15-16 )

As specialists in change and transformation, we offer an end-to-end service, working alongside you at every stage of your change journey. ​ Shaping Change: translating strategic ambitions into clear change plans​ Delivering Change: ensuring change remains under control, delivering the required business outcomes at pace​ Improving Change: designing and improving your own change capability​ Digital Change: delivering the foundations that will support your digital strategy.

Transforming HR Processes (pages 16-17) Enterprise Programme Office (page 18) IT Portfolio Delivery IT Support for Land Vehicle Manufacturing Factory of the Future Delivery and Assurance Submarine IT Service Operations Change Capability Improvement Offshore Maintenance Process Improvement Facilities Function Consolidation ERP Exploitation and Upgrade Customer Controlled Encryption Statutory (Legal Entity) Simplification Global Network Improvement Quality Improvement

Shaping Change

Delivering Change

Translating strategic ambitions into clear change plans.

Ensuring change is set-up for success and remains on track, delivering the required business outcomes.

Deliver Change

Digital Change

Improving Change Improving your own organisation’s change capability.


Delivering the foundations that will drive your digital strategy.

o r i g



real change • real difference

Spotlight on delivery in defence: Establishing continuous naval shipbuilding

The Challenge Our customer is building ships in the UK for a UK customer. With the award of the new contract, it has had to rapidly develop an export capability. This includes setting into operation an integrated team spanning two continents with a time zone difference giving minimal overlap of the working day. The technology and data were subject to legal, security and export controls, and had never previously been released outside the local operation. The first delivery was agreed to be a prototyping programme, to trial the new-build factory, to run all the processes and technology, and to create five blocks (around a third of a ship) before starting the full production ship build. The programme had committed to a First Cut Steel milestone for prototyping

Our Approach Project One was asked to structure the technology delivery programme for prototyping: a team of three engaged, with a lead to build the prototyping approach and plan, a project manager to deliver the core complex integrated systems, and a business analyst to manage the key requirements and design. Within six weeks, we had created an 18-month delivery roadmap, clarified and shaped a solution for a key constraint, the separation of the CAD/PLM systems and data from the reference ship, and had gained stakeholder agreement across the many business functions to a new approach. Subsequently, working with the leaders in engineering, the approach and plan for prototyping design separation was developed, and a firm delivery plan baselined. The team led the delivery, constituting the critical path of the entire ship build programme, which achieved the prototyping design separation milestone – on time to the plan that was set nine months earlier. This enabled platform engineering to take on the detail design, and ultimately for Cut Steel to take place when promised.

Our customer has a rich heritage building ships for the Royal Navy. Its most recent product has been developed into a global product and has been successfully sold to allied countries. These geographies have established the programmes charged with taking the shipbuilding capability, processes, technology and ship design from the UK and implementing this in-country. New shipyards are being established and prototyping production of the variants is well under-way.

“Project One has the ability to develop a plan for a complex project and deliver against the agreed long term schedule. They engage well and manage stakeholders with a focus on the outcome and time- frame constraints.” Customer Representative Global Defence Business

A Project One Partnership We were able to bring a small team of consultants with vast experience across the change lifecycle – we advised on the end-to-end implications of approaches and decisions as we built the understanding to inform on the full ship build process. Keeping a cool head, and working with the full range of stakeholders, our team shaped the change, coached stakeholders and built trust in the delivery. Even when the pandemic hit, we managed a seamless transition to remote working. Alongside our continued leadership, we have also handed over key roles to in-house resources to allow our customer to continue independently.

The Value Add and Outcomes Created the prototyping technology delivery plan, built alignment and delivered all key milestones to plan Built confidence and gained the respect of the overseas customers Identified the prototyping design separation challenge, shaped and implemented the solution approach and delivered to the timeline: delivering a federated PLM and separated CAD model for the first time. The prototyping milestones were achieved, and First Cut Steel took place, an important contractual, political and social milestone.



real change • real difference

Spotlight on delivery in defence: Delivering the largest corporate pension scheme merger in UK pensions history

“Project One is a trusted business partner leveraging high quality and very experienced people who are prepared to roll their sleeves up and be completely hands on, as well as providing strategic and sound business management advice.” Chief Operating Officer

The Challenge Once the schemes had been formally merged, the next phase was to rationalise the combined investment assets to align them with the investment strategy for the merged scheme, in addition, the dismantling of the legacy unitisation structure, which was no longer required and would add unnecessary cost and complexity to the management of the investment assets, was also required. The benefits available through the merger were substantial and included financial savings on external advisors, asset management charges and scheme administration costs, as well as the lower costs associated with fewer trustees, trustee boards and committee meetings.

Our Approach The programme logically divided into around 10 separate workstreams, each focussed on the changes necessary in that specific business area to deliver the merger and operate the single consolidated scheme. At the outset, Project One brought the leaders of these business areas together to agree the outcomes the programme was seeking to achieve. An integrated programme team (IPT) was built from across these business areas, and a governance model was implemented which included a monthly Steering Board, a weekly meeting of the IPT and then typically weekly workstream meetings. The programme was fortunate to have a strong sponsor who was very engaged and supportive, willing to step in wherever senior direction or coaching across the business was required. Project One employed several important techniques to ensure the success of the programme: Strong visual representations of the roadmap of the programme were shared with the team and used as part of stakeholder management comms to ensure consistency of understanding, approach, objectives and target outcomes Careful identification of dependencies between workstreams allowed these to be managed with rigour and maintain the alignment of the operationally independent business areas Recognition that the programme team was made up of senior people, all of whom had a 'day job', and therefore working with them in such a way that a regular evaluation of priorities ensured that impacts of BAU on programme and programme on BAU could be accommodated and planned for wherever possible Formal and thorough reporting and stakeholder management ensured levels of confidence were maintained despite some complex and challenging situations.

On the advice of the Pensions Regulator, our customer initiated a programme to merge four of their pension schemes, the largest ever pension scheme merger in the UK with £25bn of assets under management. The defined benefit schemes each had different benefits bases, different levels of maturity and different funding levels. To achieve the merger required, the agreement of the Board of Trustees of each of the merging schemes, the constitution of a new Board, and formal consultation with the 185,000 scheme members, for whom preservation of their pension benefits was paramount; carefully planned and coordinated stakeholder management was therefore crucial. Operationally, the merger required complex preparatory activity across many separate business functions, including: actuarial alignment of scheme liabilities; transfer of legal ownership of the myriad assets of the merging schemes into the single remaining scheme; negotiation with the independent advisors of the merging schemes to demonstrate that the interests of members were being protected; alignment and coordination across the administration of the four schemes, such as receipt of contributions, payment of benefits and handling of member queries; alignment of statutory and regulatory reporting.

The Value Add and Outcomes The first phase of this bold, innovative and complex programme was delivered on time. Despite the disruption of the COVID crisis, the programme team pushed through to Phase 2 and the restructuring of the assets. The benefits for the Trustees and scheme members were: Over £10m of savings over five years returned directly to the scheme for the benefit of the scheme members (return on investment of 46% IRR) Trustee numbers and committees both reduced by more than 50% Over £1m p.a. saved through the more efficient scheme and fund management Tax savings in excess of £1m achieved through simplifying the scheme investment structure.




real change • real difference

Spotlight on delivery in defence: Meeting Export Control regulations

Our Approach We identified the key issues impacting the delivery of the programme as a first priority, then delivered the difficult messages to senior stakeholders in order to address those issues. This led to a programme plan reset and activity to align business units towards the programme goal of common technology and standardised processes, rather than meeting individual agendas. The Programme Director was supported in establishing governance arrangements including a Programme RACI, which were geared towards meeting the challenges of engaging multiple business units with contrasting requirements of the technology and disparate ways of working. Rigorous programme controls were then embedded to gain a strong understanding of the status of the programme and increase the grip on programme delivery, cost and risk management. This helped to identify where team members required support and coaching, resulting in an uplift in skills within the team. The Project One team provided strong drive with the customer delivery team, putting in place an approach towards integrated planning with business units to help create a common understanding of complex plans. This provided clarity around interdependencies between the programme and business units and a route to managing these effectively. This resulted in improved business unit stakeholder engagement across all projects, via the design and introduction of solution working groups for areas such as process design, transition, business change and solution architecture.

The Challenge Delivering a large-scale and complex programme of process and technology

Our customer is a British multinational defence and aerospace company, who had entered into an agreement in order to demonstrate an enhancement in the processes and controls it has in place to meet Export Control regulations. A Cross-Business-Unit Programme was set up, which includes a complex £tens of millions technology programme, comprising of six common solutions, spanning multiple business units and impacting c30,000 staff. Approximately a year after the programme was set up, the customer requested Project One’s support to manage the delivery of the technology programme and lead business change. This programme is ongoing and since our involvement, we have engaged senior stakeholders across multiple business units to bring clarity to plans, budgets, governance and working arrangements which improved the overall grip of the programme and brought stability to its delivery. We have overseen supplier negotiations and managed supplier delivery of the technology solutions put in place. An approach to business change was agreed with the programme board, executed upon and a change network across the business units was established, setting them up for successful delivery of the business change.

The Value Add and Outcomes Project One led the programme, providing hands on programme and portfolio management and business change expertise to automate many of the manual processes and systems in place. Prior to the programme, the business units were using paper-based processes for access controls for individuals and EC declarations. There were also manual practices for Government / Export Control marking of documents. The programme digitised many of these processes through automation. A tool was introduced to enforce document marking, presenting users with distinct marking choices, and paper-based processes were replaced with online workflow tools that guided users through defined steps. This drove consistency across the business, a higher level of data quality and provision of central repositories for business critical data. Our Business Change Manager established the business change approach, got it endorsed by the programme board and adopted by the business units to focus the business on successfully landing the large scale of change, which helped to meet the requirements of the Consent Agreement. In addition, the central IT function was supported in establishing an internal business change capability (outside of the Export Control Programme), which is geared towards supporting the portfolio of c300 programmes and projects which range in size and complexity.

change, which aims to achieve standardisation across a diverse base of autonomous business units. Each of the business units presented different requirements and expectations of the solutions, which were at times incompatible and in need of alignment and close management A programme that was already underway and needed further planning rigour and governance, alongside a bottom up review of the plans and budgets. We also needed to supplement the internal team to bring more experience of programmes of this scale and complexity and were also charged with developing and coaching the customer team in need of extensive support and coaching A lack of clarity as to how sustainable change would be co-ordinated and delivered in a consistent manner across multiple business units employing c30,000 staff impacted.



real change • real difference

Spotlight on delivery in defence: Performance turnaround

The Value Add and Outcomes Five-year plan developed and approved by board and stakeholders. Components for submarines were on track and all arrears cleared. Scores improved: Quality 100% (was <50%), Delivery 85% (was 6%), Planning 78% (was 4%). Business transformed and strengthened: H&S regime improved and reports of injury and dangerous occurrences reduced Security Controller function re-established, security systems plus cyber essentials deployment £10m+ investment in Electric Arc furnace replacement plus two state of the art machining centres Replacement ERP system integrated with new Planning & Scheduling tool and Shop Floor data capture system New management team (CEO, COO and CFO) Secured sufficient bank funding. “You can get stuck with a management style that you’ve had for some time, and what Project One has done is bring in a new style and new discipline, I’m sure that myself and the board of directors have learnt from that and will take it forward. The most important aspect here is that we’re doing something different because Project One has brought that style into the company. We have changed and you’ve had a big part to play in that.” CEO

The Challenge The initial task was to deliver on the stabilisation plan which included cost savings, significant investment into critical equipment, recruitment and re-negotiation of customer contracts. Within the initial months of the programme, it became apparent that a five-year plan was needed to provide direction for the business, provide a clear transformation roadmap and to secure a new financing package.

Our Approach Project One’s role evolved from implementing the initial stabilisation plan to driving the creation, approval and implementation of a five- year plan to strengthen the business. In addition, Project One also: Plugged a leadership and management vacuum at the top of the business including CEO, COO and CFO Rapidly established stakeholder confidence and maintained this throughout the assignment Initiated, facilitated and drove a process that provided the business with a vision, strategy and plans that were approved by the Executive, Board and Stakeholders. This built stakeholder and financier confidence enabling the re- negotiation of client contracts (an additional £30+m over what was planned) and being offered a four-year banking facility extension The transformation journey has laid down process and technology foundations that have improved business capability and performance.

Our customer is one of the UK’s largest independent steel companies, and one of the largest private sector employers in their locality. The organisation is an employee-owned business making very large forged and cast engineering parts. Most of its products are bespoke and this includes critical components for the UK and US submarine defence programmes. Due to the decline in both oil and steel prices, they began to lose money and when a potential purchase of the business fell through, the company needed support so it could continue to trade. This support came from its financiers and Tier 1 UK submarine customers. Additional stakeholders included three government departments; MOD (for the submarines), BEIS (as they were seen as a steel business) and Treasury (UKGI a department within Treasury used by other parts of government where commercial issues are at play). A stabilisation plan was developed and part of that required the recruitment of a COO. Our customer is a critical part of the defence supply chain, as they are regarded as the sole capable supplier to key partners in the sector.

“I really like the Project One DNA. There’s a discipline about Project One – we’ve got a turnaround plan and it’s about making sure we don’t deviate from what we’re meant to do. They know how important it is for the company to make crucial improvements and are pushing us every single day.” CEO



real change • real difference

Spotlight on delivery in defence: Transforming HR processes

Our Approach Project One was engaged to provide leadership in the areas of programme management, solution architecture, IT system interface management, business change and operational readiness. Our team worked with stakeholders across HR, head office, IM&T and all business units, whilst managing the third-party suppliers to deliver this programme. Project One's leadership of business change, helped to assess, plan, prepare and deliver appropriate change management in order to standardise the HR processes and to embed SAP SuccessFactors. This spanned 10 autonomous business units, each of which had its own HR processes and c38,000 users of the HR IT system. The approach Project One put in place for business and operational readiness was pivotal in landing a 'Go' decision across the organisation. The programme was delivered in three phases, with the first deploying SAP SuccessFactors modules for Learning and Performance Management and the second delivering a new HR operating model and Employee Central (the main HR functions of hiring and moving) and Compensation. The third phase focused on delivering a new Payroll system to supersede the long-standing system, which had a clear date beyond which the vendor would no longer provide support.

The Challenge With a complex landscape of autonomy, local systems, and processes that had been embedded for decades, the organisation was addressing multiple challenges. These ranged from gaining buy in from business units into a single HR operating model and processes, with an alignment in culture and behaviour, through to deploying technology across multiple sites, whilst managing an extensive set of business unit IT systems to work with SAP SuccessFactors. localised processes and a range of systems. Through the design and introduction of a new operating model, combined with cloud-based SAP SuccessFactors, the organisation aimed to deliver its long-standing ambition to standardise and transform HR. The organisation also faced the challenge of replacing its payroll system, which supported the payroll team with the payment of over 38,000 employees. This FTSE 100 organisation comprised a set of autonomous and diverse business units, which spanned heavy manufacturing, asset maintenance, professional services, head office and internal shared services. Each had its own HR function,

“I think the impact that I’ve seen in terms of the people I’ve worked with is, we now seem to hit the timescales, and we seem to hit the promises that we’re making. That’s clearly not all Project One, but having them as part of the

“A seamless experience for the end-user is credit to the good work carried out and the Project One team, under difficult circumstances.” CIO Global defence business

The Value Add and Outcomes This complex HR Transformation

team, they help drive for that.” Transformation Director

impacted over 38,000 employees and saw a technology enabled shift towards a self-serve approach for employees The introduction of a standardised set of processes and ways of working across a set of diverse and autonomous businesses within the organisation With the support of Project One, the organisation delivered the largest SAP SuccessFactors deployment in Europe (at the time of implementation) alongside a new payroll system.



real change • real difference

Spotlight on delivery in defence: Enterprise Portfolio Management - Prioritising investment at a time of crisis

Project One continues to support many other global defence businesses

The Challenge After several re-organisations, aimed at reducing IT costs, the organisation had lost experience and capability. Faced with an impending restart to the financial year, they looked to external organisations to help and asked Project One to support in mobilising, operationalising and scaling an Enterprise Portfolio Office (EPO). Our Approach Within just 35 days, a joint team of staff and Project One consultants: Rapidly mobilised the team and launched the new set of EPO services, tailored to an improved governance model Migrated and cleansed data from existing systems Configured and implemented an enterprise wide tool and trained 100 staff globally for the start of the financial year. The Value Add and Outcomes Introduced Agile ways of working underpinned by best practice models A service built that matched the organisation’s needs, that could be operated by the internal team in the long-term. Investments are more focussed on future end-customer needs, staff have a much-improved experience in identifying, selecting, managing and delivering investments, and the operating businesses throughout the globe have a clearer, up to the minute picture on progress on their individual investments. “Project One has a team of absolute superstars and life savers. I can chuck stuff at them that just gets done, they are my sounding board on everything and the only people I feel really “get it” like I do. Feeling the pain, understanding the challenge and helping in more ways than could ever be expected.” Head of IT Portfolio World leading manufacturing organisation

In addition to the engagements spotlighted in this book, Project One continues to grow in this critical sector. We are currently supporting six major defence customers with a variety of their change challenges. Some highlights are: Playing a leading role across a Business and IT portfolio – supporting a venture to prepare their manufacturing and supporting technology estate to deliver an mechanised infantry vehicle and new generation tank. We provide delivery leadership for the entire IT services suite, plus a new SAP environment at the heart of the manufacturing process Leading a major transformation programme to deliver a factory of the future. This change will digitise and modernise operations and enhance business performance Leading the Transformation Programme for maintenance process improvement – shaped, mobilised and now delivering this critical initiative aimed at making step change improvements to the efficiency and effectiveness of the maintenance process. This programme is central to securing on-going contractual opportunities to support the MOD Played a key role in the Organisational Development Review Programme – provided a team of organisational design and business change experts to support this business-wide programme aimed at achieving signification cost savings through restructuring and changing ways of working. Applying circular economy concepts to military equipment support chains can bring operational, training, financial and environmental benefits. It offers huge potential - a quadruple bottom-line potential! We are designing circularity interventions in the military equipment supply chain that will give equipment managers better visibility of the engineering reality of unserviceable equipment and a facility to survey and repair, or strip down and recycle. Find out more. Defence manufacturers are scaling up to meet today’s global security challenges. Accelerated deployment of Industry 4.0 solutions can make a big contribution, if done in the right way. At Project One, we are helping customers to do this, overcoming the barriers to “smart factories at scale”. Find out more. Should your defence business face complex change challenges, then please get in touch and we will talk you through how Project One partners with organisations in this sector to deliver exceptional results from your investment.

Our customer is one of the world’s leading manufacturing organisations. Customer support, manufacturing and business support are distributed globally, and the company invests £100m’s annually in technology, delivering transformation and continuous improvement for customers, staff and suppliers. They were in the process of making a significant improvement to their IT Portfolio Management capability when demand dropped beyond any reasonable expectation and the strategic outlook turned from growth to protecting the business for the years ahead.

“The purpose of the Ministry of Defence is to protect the people of the United Kingdom, prevent conflict and be ready to fight our enemies. Our purpose at Project One is to make a difference. We are immensely proud of the work we continue to deliver across the Defence enterprise to ensure that as a nation we are prepared for the present and fit for the future.” Steve Calder • Defence Sector Lead for Project One



real change • real difference

real change • real difference

Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20

Made with FlippingBook - Online catalogs