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CASE STUDIES // TURNING CHANGE STRATEGY INTO ACTION

CASE STUDY #1 - Develop Business Strategy

Brief: Develop an actionable plan for the business development strategy of a large automotive importer and distributor to enter the used car market as a national player.

Approach:
A detailed study of the used car market in Australia was conducted and various market entry strategies developed. A comprehensive gap analysis between the company’s existing capability and skill set and the required skills and resource requirements provided an insight into the size of the capability hurdle.

Outcome: A high-level action plan and an expected budget of overall implementation costs was prepared and various ROI models were proposed. The company reviewed it’s growth strategy and did not pursue the idea.



Case study #2 - Develop 3PL Distribution Cost Model and Strategy

Brief: Assess the feasibility and cost modelling of specialised warehousing and distribution of regulated agricultural products in Central and Northern QLD and develop the distribution strategy for a national 3PL W&D operator to enter this market.

Approach: This entailed eliciting the service level requirements of the products, assessing the industry direction and the packaging, technological and consumption trends. An entry strategy for the business was developed, as well as a P&L and Capex model. 



Case study #3 - Develop Market Strategy

Brief: Develop a vertical market strategy for an IT systems integrator to target the Australian healthcare market.

Approach: This entailed a detailed assessment of the current capabilities of the organisation, a detailed assessment of the Australian Healthcare market, and the development of a detailed business case in consultation with multiple 3rd party vendors.

Outcome: The outcome of the strategy development led to the setting up of a dedicated Healthcare division within the organisation. 



Case study #4 - Develop Technology Brief

Brief: Develop a technology brief for a new Private Hospital in Sydney to ensure that the new facility was built to enable a “fully integrated digital hospital”.

Approach: This was achieved by assisting the CEO in the assessment and selection of various technologies including the detailed analysis of the building and infrastructure requirements and negotiations with multiple vendors in the field.

Outcome: The outcome of the analysis led to the implementation of several recommendations and ongoing assistance with the implementation of the new Hospital (scheduled for 2008/9) 



Case study #5 - Restructure Business

Brief: Restructure the existing local business and implement the new global strategy for a major global telecommunications business that was reporting significant losses locally and losing market share in key sectors.

Approach: This was achieved by developing a comprehensive strategy “delivery plan” in consultation with local and international stakeholders and by implementing a comprehensive change management programme supported by direct operational responsibility for 24 months to ensure appropriate outcomes.

Outcome: The outcome of the engagement was a fully restructured business focussed on several new business activities. A reduction in staff and overheads of >25% with an increase in turnover of >20% and return to significant profitability. 



Case study #6 - Develop Technology Implementation Plan

Brief:
Develop an action plan to implement a strategy of modernising business processes at a large electrical contracting firm in Sydney to fully utilise IT systems.

Approach: Extensive Business Process Re-engineering (BPR) at tendering, planning and purchasing stages as well as defining appropriate documentation and reporting systems to ensure work and material on site progressed as planned, restructuring the “old” management system and devolving accountability and decision making to more appropriate levels.

Outcome: A centralised planning and purchasing office, working closely with the tender preparation office and in constant contact with the site project managers. Material got to site on time with minimum effort, greatly increasing the project manager’s time available on the project. This allowed them to deal with the client’s project manager far better and address the construction’s normal “out of plan” elements more pro-actively and aggressively. 



Case study #7 - Restructure and Implement

Brief:
Develop a practical plan for the operational restructure of a top 5 global freight forwarder based in Sydney, and assist management in carrying it out

Approach: This entailed re-structuring all the branches in Australia to become entirely sales-focussed and centralise the forwarding operations in Sydney (approx. 110 staff). This included setting up Management Information Systems, exception reporting systems and re-aligning the Customer Service function to support the new (centralised) operational and branch-based sales structures.

Outcome: A streamlined, consistent service delivery to clients irrespective of where the cargo landed, with productivity improvements of around 20% overall. Additionally, exception management allowed the company to advise customers of problems before the effects were felt and take steps to reduce the impact. The centralisation of information allowed the company to bundle services to groups of clients with similar transactions, reducing administration errors and shortening their cash-to-cash cycle. 



Case study #8 - Commercialisation of a non-core division

Brief:
The commercialisation of an operational/support division of a large Australian airline.

Approach: This service division was highly fragmented and had many direct and indirect reporting streams. The project required an initial consolidation of the various operational units under a single management team, development of a corporate identity, management KPIs and a common P&L. The 2nd phase was the commercialisation of the business, which required improving business processes and productivity to meet or exceed industry benchmarks. This phase also required a review of the human and technology capital required, as well as a detailed commercialisation step-by-step plan. 

Failure Modes and Relative Occurence Labour Skills Profile Analysis 
Pallet Loader Utilisations Reduction in repair effort
AGSE Headcount reduction Daily VOR reports

Outcome: A substantially streamlined business whose productivity has improved by over 20%, vehicle reliability doubled (measured as MTBF – Mean Time Between Failures), and an upgraded workshop management IT system. 



Case study #9 -  Review of Petrochemical Organisation

Brief: Conduct an audit into the use of technology, efficiency of processes and effectiveness systems in a major petrochemical organisation.

Approach: The project involved the preparation of detailed process maps to understand the linkages and internal clients/suppliers and analysis of large amounts of transactional data to establish clear operational business improvement requirements and outcomes. A 5 year strategic IS plan and the roadmap for the execution of this plan was prepared, which greatly leveraged “short time frame” and “single objective tasks” for process improvement.

Outcome: The foundations of a continuous improvement program were implemented and consolidated to meet all the IS requirements and business challenges identified. At same time, the improved IS framework is providing the structure and discipline around the existing knowledge-base and processes protecting the organisation’s intellectual property and establishes a tested and measured DRP (disaster recovery program).



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