Balancing aspirations of growth, a digital ambition and the constraints of regulation

Balancing growth and a digital ambition is all-consuming. We think the most transformational activity is overstated. It is typically tackled within a framework of known constraints that is not transformation, that’s making something less broken. We specialise in finance, sales and procurement operation transformation.

Addressing pressures for workforce flexibility to enable sustainable competitive advantage

We see business agility as a fundamental organisational objective to enable transformation, the subtle distinction between agile and agility. We appreciate the business challenges of evolving ways-of-working and the changing venn diagram of employee, competency, capability and technology tools that are disrupting change momentum.

Master the challenges and opportunities of fundamental business model change

Transformative change can only be successful if the change is embedded in new ways of working. Deploying a new technology tool set often over shadow the often more difficult aspects of making the change relevant to the business, customer and workforce. And importantly, making that change stick without disrupting all the parts of the business that are sound, be it culture, reputation or an ability to service customer.

Designing for a positive and meaningful impact to experiences and lives

Customer attraction, acquisition and retention continue to be the centre-piece of most transformative business cases. We see the role innovation, experience and service design can play for a pragmatic organisation dealing with conflicting priorities. We see the pending mesh of experience, service design and more traditional analysis capabilities. We see an industry currently fixated with a title rather than the outcome. We think that’s not quite right and we look to make a positive difference.