Optimising Change Delivery
Our Approach Project One conducted a series of workshops and focused meetings with stakeholders from across the enterprise, covering business functions, IT, and change delivery, to better understand their challenges, frustrations, and pain points. We then devised a number of workstreams including delivery framework, portfolio prioritisation, governance, financial management, resource management, and change operating model. Working with the Director of Enterprise Portfolio and Change and her leadership team, we mobilised these workstreams to design and develop the processes, frameworks, skills and capability requirements that addressed the identified issues and concerns. Throughout the development process we worked in a highly collaborative and iterative manner, maintaining alignment with the airline to secure ongoing buy-in, with the following outputs: Designed a tailored, pragmatic change delivery framework to underpin the programmes to support business vision and strategy Introduced a structured change operating model to prioritise the right projects and deliver them more effectively Equipped the internal team with customised tools and templates, accelerating improvement efforts without overloading internal capacity Diagnosed key failure points in previous programmes, enabling the business to learn from experience and reduce future risk.
The Challenge Project One were engaged to help the airline improve the way they delivered enterprise change. Following an initial review of existing change delivery processes, frameworks, and capabilities, we identified a variety of connected issues below: Immature strategic portfolio management and prioritisation Poor translation of business vision into business outcomes and benefits Multiple (often ad hoc), inconsistent approaches to delivering change Weak governance and controls Resistance to process Limited change expertise, and associated capacity bottlenecks Technical legacy issues and under investment Complex supplier landscape, and supplier performance issues.
Our customer, a fast-growing low-cost airline group, has experienced significant growth which has fuelled an ever-increasing appetite for strategic and complex change. In a fiercely competitive landscape they need to stay ahead of the game to continue to drive commercial growth and operational efficiency of the business. The ability to deliver effectively and efficiently, with the agility to scale when required, is critical in achieving this objective. However, their ability to execute fully on their ambition was hampered by significant issues across IT, data, and change.
The Outcomes We established a comprehensive
enterprise change framework to manage end to end change across the enterprise, from large scale, complex change to smaller scale change. We instilled improved ways of working and industry leading practices to drive behaviours and cultural adoption, and we improved enterprise collaboration and alignment through standardised processes, controls and communications.
Our Value Add Brought multiple industry best
practices and standards to inform a customised solution that was tailored to the customers environment and requirements Built trust and buy-in across stakeholders, using a collaborative, independent approach that enabled open discussion and alignment Restored confidence in change delivery through a practical and co- created improvement plan aligned with business and technical architecture.
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real change • real difference
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