Bringing focus, speed and rigour to a Transformation Portfolio
Our customer, a leading global airline has been bringing people, places and diverse cultures closer together for more than 100 years. Serving the community and planet is at the heart of everything they do. They have over 100+ years of service, with 30,000 dedicated staff and is flying newer, more fuel-efficient aircrafts. They are putting sustainability at the heart of their business. From creating a great place for people to work to reducing emissions and waste and contributing to the communities they serve to build a thriving, resilient, responsible business.
The Challenge The airline’s Customer Care team embarked on a three year, £35m business transformation programme to completely overhaul the customer experience. More than 35 individual projects and programmes of work had started, but the processes and procedures to manage such a complex portfolio simply did not exist which is precisely where we came in. These projects are crucial to improving the airline’s reputation and repositioning it as a leading global airline supporting many areas of customer satisfaction, resolving customer issues quicker and more efficiently and proactively supporting gold- guest list customers. Given the success of the above we were asked to conduct a short quality assurance exercise on the Airport Vouchers Digital Transformation project which resulted in a series of key recommendations to improve the delivery of the project, management focus, impacted stakeholders and highlight and focus on the massive change impact which would be part of the solution roll out.
Our Approach We brought the transformation expertise and structured delivery needed to establish a streamlined Portfolio Management Office (PMO). This included creating a single view of the portfolio, defining key processes, embedding governance, and enabling focused senior leadership decision-making. Key achievements: Implemented effective reporting and review cadence Conducted a high-level change impact assessment across Customer Care Introduced a structured approach to benefits management Supported the rollout of the McKinsey Wave tool to manage all reporting and governance Simplified the propositions process and prioritisation governance Aligned with financial planning cycles. To ensure sustainability, we helped recruit and onboard a permanent PMO lead, securing a smooth transition and ongoing continuity.
“A big thank you from me for Project One’s support over the last seven months, our PMO function is now in really good shape and already helping us to deliver our transformation more effectively.” Strategy and Transformation Manager
The Value Add To provide rigour and pace To set up effective portfolio management
Outcomes The impact on the Customer Care team has been significant. All transformation projects are now managed from a portfolio view, enabling leadership to prioritise effectively and better serve customers. These initiatives will enhance customer experience through proactive care (e.g. identifying issues like broken seats or delays in advance), active engagement, and technologies like AI to support first-contact resolution, improving CSAT scores. We’ve equipped the team with the tools and structure to manage transformation independently, with robust controls, reporting, governance, and prioritisation. Additionally, our quality assurance review of the Airport Vouchers Transformation project gave the Programme Director a clear, independent view and actionable recommendations, improving project scope, delivery, stakeholder management, and focus on change impact.
To introduce right processes and decision-focused management boards To improve the quality of reporting and instigation of new initiatives To provide innovation in thinking, different ways of addressing problem solving, creating clarity and structure.
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real change • real difference
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