Shaun Taylor

RCK Programme Methods

Revolutionising Consulting: From days billed to outcomes achieved, with a percentage of fees directly linked to client outcomes. 

Our journey began with a simple yet profound question: how can we redefine the consulting experience, moving from a traditional time-based model to an outcome-driven approach that aligns our success with our clients'? The answer was surprisingly straightforward: we embraced an outcome-based fee structure, intertwining our financial well-being with our clients' transformational aspirations.

At RCK, we specialize in crafting bespoke outcome-based consulting and interim management solutions that empower private equity and portfolio companies throughout their investment lifecycle. Our team of highly qualified consultants, technical specialists, and PMO resources collaborates with clients to define clear strategies and provide the necessary capabilities to achieve exceptional results.

As a practitioner-led firm, we prioritize understanding our clients' objectives, immersing ourselves in their internal and external operating environments, and carefully considering any governance controls. We actively engage in requirements scoping, establishing measurable outcomes, and identifying areas where our expertise can add significant value.

Leveraging our extensive network of associates, we deploy the ideal resources to deliver against project objectives and strengthen in-house capabilities. Our commitment extends beyond project completion, ensuring a sustainable impact that endures long after our engagement ends.

RCK: Where Outcomes Matter.

Key focus areas have been on  Value Creation, Transformation Recovery, Cost Transformation, Operating Model Change, TSA Execution, Divestment, M&A Integration, ERP Implementations and Digital Transformation, and Leading Global Transformational Change.

Chief Transformation Officer / Chief Information Officer / Chief Operating Officer

Communisis / Tech Mahindra 

Chief Restructuring Officer / Transformation & M&A Advisor

TechlinkUkraine

Providing support to those in the Tech community displaced by the conflict in Ukraine 
https://techlinkukraine.org/

Co-Founder

Trustonic

Role spanned Operations, CTO Function, Software Lab, Architecture, Delivery Engineering & Global Support functions for a PE Portfolio business specialising in Cybersecurity technology for Mobile Devices and Connected Vehicles 
•	Reported directly into CEO and a member of the Executive Leadership Team with the responsibility of IT, CTO Function, Customer Delivery, Operations & Support and Product Engineering 
•	Implemented an interim operating model to stabilised and improve operational performance
•	Facilitated the go-forward operating model design that integrated Product and Engineering into a single function
•	Restructured commercial terms with key service providers 
•	Secured ISO27001 accreditation as Executive Sponsor
•	Restructured operating cost to meet re-set of budget objectives across all technology functions 
•	Completed in-depth platform review and executed improvement supported by external consultants
•	Re-set relationship with outsourced Development Lab, executed improvement plan linked based upon Safe Agile and developed revised KPIs

Chief Operating Officer

MYCOM OSI

Role spanned Sales, Sales Operations, Marketing, Professional Services, Delivery Engineering & Global Support with a focus is on improving operational capabilities that drove improvements in both sales and delivery processes. 

- Restructured global sales team into 3 regional structures led by a Regional VP, implemented improvements across Sales Operations leveraging Salesforce & CPQ. 
- Closed out H2 revenues to plan, developed FY21 Sales Strategy, Targets and Commission Structures based upon an ARR Target of $52m and supported the development of the FY22 Operating Plan 
- Restructured Professional Services Organisation to improve delivery into major telco operators that included Bharti Airtel, Singtel, Globe, Vodafone UK & Spain, Telenor Group, Verizon, Telefonica Germany & UK and Hutchinson 3G
- Defined operational change plan that delivered $1.4m in annualised savings 
- Led complex customer negotiations to close major deals and to renegotiate inflight contracts 
- Implemented a Single Lens Programme that brought together all commercial, technical, delivery and support issues into a consolidated view by the customer with scrum teams to drive rapid improvement.

GKN Aerospace

GKN Aerospace is the one of the world’s leading multi-technology tier 1 aerospace supplier. Following a period of significant growth in 2019 had a t/o of £3.85bn,operated in 15 countries, 50 locations with a workforce of 18,500! 

Through an introduction via the McKinsey talent network I was invited to join the GKN One Aerospace Programme. This sought to fully integrate into a single business, with customer-facing teams and a single, connected network of global locations, supported by an integrated shared service model across three core divisions.

My focus was to support in the mobilisation of the Transformation Office (TO), define structure and resource plan, governance model and cadence. This enabled the creation of a central TO Team, mobilised 14 worksteams to focus on Integrated Performance Management and a revised Business Management System (BMS) a single is a set of policies, practices, guidelines, processes and procedures based upon the APQC framework. 

The TO enabled clear objectives to be set across all workstreams and for foundation projects to be rapidly established supported by robust governance processes and effective governance and steerage. 

One significant deliverable was the development of a Headcount Master built in Excel based upon a model I had previously developed. This enabled the modelling of the organisational headcount in terms of headcount movement, exist cost and both annualised and recurring savings. 	

Target Operating Model, Head Count Master, Transformation Office, Wave Tool, McKinsey, Integrated Business Planning, Performance Management, Oliver Wight, APQC, Business Process Management, Workforce Reduction, Transformation Framework, Governance,SAP, SuccessFactors

Reporting line into Chief Transformation Officer who was direct report of the Group CEO

Global Transformation Leader (External Advisor)

AVEVA

The £3bn reverse merger with Schneider Electric’s industrial software created a business of 4,400 people in 80 locations and 40 countries, with revenues of £766m. This resulted in Aveva needing to complete a complex integration and a number of transformational programmes in a tight timeline, this resulted in them identifying the need to appoint an interim Chief Information Officer. 

As the Interim CIO I assumed responsibility for Global IT, TSA Integration/Execution and the Finance ERP Implementation managing a team of 135 across 4 locations in Cambridge (UK), Lake Forest (North America), Hyderabad (India) and Kuala Lumpur (Malaysia). The reverse merger created the opportunity to transform the legacy IT functions and the systems they supported. The focus was to deliver the IT elements of the Transitional Services Agreement (TSA),  down select of a new Finance System and transition the existing IT functions into a single Global CIO function capable of supporting growth. 

Key deliverables 

- Selection of Oracle Cloud Finance ERP and PwC as System Integration Partner 

- Finance Transformation and Sales Enablement Programmes that leverage Oracle and Salesforce stacks to enabled the transition to a SaaS revenue model 

- Renegotiated TSA sections for IT, securing a 6month extension to the TSA deadline, and a further $18m of additional funding. 

- Moved legacy Aveva IT function into a new Operating Model that introduced new competencies of Architecture and Change Management. 

- Identified and resolved a major Cyber risk through a covert Blind Penetration Test that confirmed a major weakness in the Cyber Security posture.

ERP Selection, System Integrator Selection, IT Strategy, IT Operating Model, IT Cost Reduction, IT Operating Budget, Cyber Security, Transitional Services Agreement (TSA), SDWAN, Data Loss Protection (DLP), Secure Remote Desktop, Oracle Cloud, Mulesoft, IT Outsourcing, CPQ, CRM, RFP

Reporting line was into the Deputy CEO & CFO (Board Member)

Chief Information Officer

Digicel Group

Digicel Group provides mobile communications, business solutions, media and entertainment services across the 31 markets in the Caribbean, Central America and South Pacific. The Digicel 2030 (Swan) Transformation focused on creating a new operating model, an enhanced customer experience and the best 4g network following a period of sustained investment.

On joining I was presented a significant challenge, the programme was less than 2month in and it was already underperforming, I was asked to assume executive ownership of the Operating Model and Headcount Reduction. 

Through the reorganisation of the Transformation Office I drove initiatives through to L3/L4 using the McKinsey Wave Tools. Set-up a team to fundamental rethink the design of business processes,, established a control framework that enabled a continuous pipeline of new initiatives and a weekly cadence to review the pipeline from L0 to L5 and developed a headcount master that enabled the modelling and financial reporting of headcount release.

At the end of the March 2018 the transformation delivered 

- $128m of in-year Operating Cost, against a target of $120m (annualised run rate of $205m)  and $110m Cash Booster through asset disposal  and sale/lease of core assets

- Implemented a lean operating model that reduced headcount by 35%, annualised headcount cost by 34% and improved the average span of control by 67% against a starting headcount of 27,000

- Delivered a new Finance Operating Model, Upgrade Microsoft Dynamics & completed the implementation of Finance Shared Services. 

Cost Transformation, Target Operating Model, Digital Transformation, Finance Shared Services, ERP, Microsoft Dynamics, Cash Booster, Business Process Design, Change Management, Transformation Office, McKinsey Wave, Board Level Reporting

Reporting line into Group CEO with a dotted line into Regional CEO’s and member of Executive Committee and part of the Executive Leadership team that joined the Monthly Board Meeting.

Chief Transformation Officer

Staples Solutions

Staples Solutions is the leading provider of workplace products, services operating in 15 countries in Europe.

Short-term assignment supporting the Cerberus COAC team and Staples Europe IT Leadership in the pre/post acquisition phase.

Following Cerberus Capital Management acquiring the controlling interest in the retail, contract, and online operations for Staples’ European across 16 countries they embarked on a complex Transitional Service Agreement that outlined the carve out from the US parent. 

The key task was to review the IT Section of the TSA and to develop the integration roadmap and plan through a set of workshops with US Parent, Cerberus and key vendors. This enabled the developed integration budget, detailed 90 day plan and the definition of 49 critical actions that enabled the TSA integration within the defined timeline.

Reporting line into Chief Information Officer who was a member of the Executive Leadership Committee

Programme Leader - IT Carve -Out

Unit4

UNIT4 are a global cloud-focused business software and services company supporting public sector and commercial services organisations across 24 markets. Following its’ acquisition by Advent International it embarked on a $250m value creation programme. The One Vision Programme stream was identified as failing and in need of remediation.   

The scope of this transformation was to implement Unit4’s own Cloud Based ERP solution internally across Finance, HR and Professional Services and to implement a BPO shared services model. This programme had previously been attempted but had stopped mid flight and the current programme was failing.  

Established single transformation programme with defined and integrated workstreams that enabled the appointment of CapGemini to operate the Shared Service Centre (SSC) for Finance, HR and Professional Services Administration. Developed new Target Operating Models for the three areas and a Global ERP template configured to support the new global business processes   
 
Delivered global Finance, Professional Services and Human Resource transformation programme that enabled 94% of revenue to flow through the new Enterprise Resource Planning (ERP) platform within 18 months. Deployed outsourced Finance and HR Shared Service Centre (SSC) in Poland, enabling transaction Finance to be managed from a single BPO location using a standard global ERP template.

Reporting line into the Chief Financial Officer (Board Member)

Global Programme Director - Onevision Programme

Experienced C-suite Executive and Transformation Leader | Aligning My Success with Yours

As a results-driven executive at the C-suite level, I am adept at leading organisational transformations and delivering successful outcomes. My success is directly tied to yours, as I operate in a risk-sharing fee structure where a portion of my fee is linked to the achievements made in your company's transformation efforts.

I assist clients in prioritising business transformation and value creation in their strategic agendas. As an outcome-based advisor, I work closely with clients to define, structure, and execute their transformation initiatives, operational improvements, and carve-outs / integrations. My approach emphasises active listening and a comprehensive understanding of your requirements. This ensures that the services I provide align with your transformation goals and add value to your organisation.

I have a demonstrated ability to lead and successfully execute transformations across diverse industries. My expertise lies in crafting and executing strategic plans that drive measurable results for my clients. I am committed to a risk-sharing fee structure that aligns with our incentives. Partner with me to Achieve transformation goals, unlock potential, enhance efficiency and productivity, navigate complex carve-outs and integrations, and drive sustainable value creation.

To learn more, please send me a message via LinkedIn or drop me a call, WhatsApp or email to the details below or feel free to drop a meeting into my diary at any time that works for you https://calendly.com/shaunmt-rck


Shaun Taylor 
Founder / Partner RCK Programme Methods 
[m] +44 7812 162288 / +34 671 77 9991  
[e] shaun.taylor@rckpm.es
[w] www.rckpm.es

I’m happy to share that I am now supporting Virtual CXOs in the next phase of their growth strategy

Please join me in welcoming Liam Mullins to RCK Programme Methods as Associate Director - MENA

Liam brings a wealth of expertise in Workplace Management and how you adapt real estate and facilities to support transformation efforts. Workplace Management plays a critical role in addressing culture issues during complex transformations involving operating model change.

Here are some of the benefits you get be integrating a Workplace Workstream into to you transformation programme.

1. **Physical Environment Impact**: The physical layout of a workspace can significantly influence employee behavior, collaboration, and culture. A workplace consultant specialises in designing spaces that align with the organisational culture and values, fostering an environment conducive to the new operating model.

2. **Change Management**: A workplace consultant can facilitate smoother transitions by integrating change management principles into the physical workspace design. This helps teams adapt to new processes, technologies, and structures more effectively, reducing resistance and enhancing acceptance of the new operational model.

3. **Enhanced Collaboration and Communication**: Effective workspace design can enhance collaboration and communication among teams, which is essential when transforming the operating model. A workplace consultant ensures that the layout supports these elements, critical for the success of any cultural shift.

Beer and a discussion around all topics transformation, what a great way to end a productive day with Tim Ellis and Chris Barrett

BT Group create Strategy and Change unit with a seat on the ExeCo headed on an interim bases by a McKinsey & Company Partner....  

This move underscores the crucial relationship between strategy and change, essential for achieving not just meaningful, but sustainable transformation. 

I have long argued that relationship between strategy and change is vital when you are you trying to achieving not just meaningful transformation but sustainable transformation. A well-defined strategy alone is not enough; effective execution through robust change management processes is equally vital. By combining #Strategy & #Change, BT Group emphasises the importance of clear communication, stakeholder engagement, and organisational agility in navigating successful, complex transformations - a challenge many organisations struggle to address.

Here's why aligning Strategy and Change Management is such a powerful move:

1️⃣ Integration of Vision and Execution: This alignment ensures strategic objectives are actionable and effectively executed across the group.

2️⃣ Minimising Resistance to Change: Consistent messaging fosters employee buy-in and engagement at all levels, mitigating resistance effectively.

3️⃣ Optimising Resource Allocation: Better alignment ensures investments support strategic goals and defined outcomes.

4️⃣ Enhancing Organisational Agility: Integration drives prompt responses to market dynamics, customer needs, and emerging opportunities.

5️⃣ Sustaining Transformational Efforts: Ongoing change management efforts reinforce new behaviours and align actions with strategic goals, ensuring sustainability.

BT Group's move goes beyond rhetoric; it operationalises the interdependency between strategy and change management. As someone who has held a global leadership position as Chief Transformation Officer, I understand the challenges of bridging the gap between strategy and execution. This alignment addresses this challenge, reducing waste and maximises the impact of change initiatives.

ft.com • 3 min read

BT installs McKinsey partner to head new strategy unit

🔥 Unleashing Full Potential: The Strategic Interplay Between Chief Transformation Officer & Chief Human Resources Officer 🔥

#Transformation #CHRO #ChangeManagement Gary Burke Muriel MIIM Jennifer Carnegie Rowan Jackson MVO FRSA Tim Ellis Trevor Scott Tony Lockwood Dr Jacqui Rigby Chris Barrett Peter Garland Will B.

Shaun Taylor on LinkedIn • 2 min read

🔥 Unleashing Full Potential: The Strategic Interplay Between Chief Transformation Officer & Chief Human Resources Officer 🔥

🚨 Lessons from Birmingham City Council's ERP Challenges 🚨

🌍 Birmingham City Council, the largest local authority in Europe, encountered significant setbacks with its Oracle Fusion ERP system. This situation highlights critical vulnerabilities and should serve as a wake-up call regarding the essential elements of ERP implementation a Programme Assurance Partners helps you mitigate: Functional & Technical Design, Execution Planning, Data Migration, and Change Management.

🛡️ De-risking ERP Implementations with Dedicated Assurance Partner like RCK Programme Methods

💡 Core Challenges: Security and Audit Gaps: The failure to activate crucial security and audit features can expose you to unchecked financial activities and potential fraud. Lapses such as neglecting the essential "segregation of duties" functionality can lead to major governance deficiencies and financial discrepancies.

📈 The Cost of Oversight & Financial Implications: Failing to enhance internal capabilities can lead to astronomical costs when rectifying issues, potentially far exceeding initial budget estimates. This not only strains financial resources but can also jeopardise operational capabilities.

🌟 The Role of ERP Programme Assurance Partners: Incorporating the expertise of ERP Programme Assurance Partners, like RCK Programme Methods, is critical. Such partners ensure that all system features are correctly implemented and fully functional, safeguarding against common pitfalls.

🔗 Benefits of Assurance Partners, Expert Oversight: Partners like RCK Programme Methods provide a critical oversight layer that helps identify and mitigate risks before they escalate. Ensuring your ERP implementation adhere sto industry best practices and compliance standards.

🔧 A Call to Action: Investing in ERP Programme Assurance Partners is essential, not just for leveraging their expertise but for fundamentally enhancing the governance and operational framework of ERP systems. Leaders should consider prioritise this partnership as a safeguard their technological investments to ensure their ERP systems effectively transform business operations.

🤝 Empower Your ERP Journey: Embrace the partnership with seasoned ERP assurance experts like RCK Programme Methods to ensure your system not only meets but exceeds performance standards. Secure your ERP investments and propel you towards enhanced efficiency and profitibility.

#ERPSystem #ERPImplementation #Governance #BusinessProcess #AuditTrail #ERPAssurance #TechnologyManagement #DigitalTransformation #oracle #workday #sap

🚀 The New Vanguard: How IR35 Sparked the Rise of Boutique Consulting Firms 🚀

I was thinking about Ben Gibbins’ post yesterday, as his observation of the volume of benched talent is well-observed; the question nagging in my head was whether the market would bounce back or whether we have just observed a shift away from contractors and interims to something else?

For decades, the #interimmanagement and #contract market has been pivotal in filling resource gaps and providing specialised expertise on demand. That demand hasn't disappeared; companies are increasingly turning to small boutique consulting firms, drawn by the allure of sidestepping the complex #IR35 regulations that loom over direct engagements with contractors and #interims.

💠 The Exodus Towards #BoutiqueConsulting Firms
Today, boutique consulting firms are a compelling alternative to conventional interim and contract management. Unbound by the constraints of IR35, these agile firms tailor their diverse service offerings to meet their clients' evolving needs, harnessing their specialised skills to forge precise, impactful solutions.

💠 The Advantages of Boutique Consulting Firms
What sets boutique firms apart from their larger competitors? They can dive deep into niche markets and deliver exceptionally personalised services. Their small size allows for rapid response to client needs, igniting a culture of innovation and creativity that larger firms simply can't match. This agility and responsiveness reassure clients that their evolving needs will always be met.

💠 Challenges and Opportunities
The market's response to IR35 isn't just a hurdle; it's a catalyst for adaptation. In a market brimming with competitors, the ability to differentiate is crucial. Boutique firms must relentlessly define their unique value propositions, offering specialised expertise and tailored services that set them apart. They need to build strong brand identities that resonate with their clients. The landscape is competitive yet ripe with opportunities for those who can meet new consumer demands with their unique offerings.

While traditional contracting and interim management will persist, the rapidly developing boutique consulting sector could redefine the norms of interim and contractor solutions and emerge as a leading force in the professional services sector. The question isn't about demand but how service providers innovate to meet that demand in this new era.

Would be good to hear how others view the market and this shift towards boutique consulting?

🔥 Navigating the Depressed Interim Management Market: Seizing Opportunities Through EBITDA-Enhancing Initiatives 🔥 

When faced with Political and Economic uncertainty and global instability you need to think in terms of Lean Operating Model, Customer Centricity, Digital & AI Enabled Transformation, EBITDA Improvement and Cash Booster Initiatives as the need to change is the only constant in an uncertain world!

#transformation #interimmanagement #opportunity

Navigating the Depressed Interim Management Market: Seizing Opportunities Through EBITDA-Enhancing Initiatives

Have you experienced the impact of being 'time-poor' as an Executive Sponsor and had the critical transformation go off the rails as you just could not allocate the time required? 

How do you see the role of a Fractional Transformation Advisor fitting into how you operate? 

Let's discuss how this role could be integrated into your current or upcoming transformation initiatives . Comment below or reach out directly to share your thoughts and experiences.

#gettingthingsdone #projectmanagement #leadership #businesstransformation

Shaun Taylor on LinkedIn • 3 min read

Maximising Efficiency: How Fractional Transformation Advisors Enhance Executive Sponsorship

As I reflect on my recent visit to London, I am reminded of the unique value proposition that RCK Programme Methods brings to the table. The positive conversations I had with clients, partners, and associates within our community underscored the distinctiveness of our approach.

The founding principles of #RCK resonate as the demand for an offer that goes beyond conventional consulting to deliver outcome-driven success; we have all recognised that our strength lies in our team, and the message from our clients is that it is as a reason to engage as an offer underpinned by senior advisory experts and former C-suite professionals, not traditional consultants as its drives impactful results.

Why are clients choosing to engage with RCK?

🎯 Leadership at Its Core: Our team doesn't just advise; they've led companies. With a roster of professionals who have held pivotal roles in major corporations, we bring a depth of knowledge and a practical understanding of navigating complex challenges and driving profitability.

🎯 Results-Driven Expertise: Each team member has a proven track record of success. They've been in your shoes, faced your challenges, and overcome them. This lived experience translates into actionable insights and strategies that are not merely theoretical but executable.

🎯 Tailored Transformation: Our advisors' top-tier backgrounds allow us to offer tailored advice that directly applies to your specific needs. We focus on practical, executable strategies tested in the fires of real-world business environments.

Explore the difference seasoned leadership can make through fractional or full-time engagement and experience how our team of former C-Suite professionals can help your business achieve transformation and operational excellence through a value based pricing.

#interimmanagement #fractional #transformation

The "Cash Booster Initiative" is often overlooked  as a way to drive your operational transformation up a gear! 

The pursuit of EBITDA places significant emphasis on strategies like operating model restructuring and cost optimisation to create shape the next leg of your transformation journey. 

While these are undeniably crucial, another vital element often remains under the radar - one being Cash Booster Initiatives. These initiatives are pivotal in not only enhancing free cash flow but also ensuring the long-term sustainability of the business. Why Focus on Cash Booster Initiatives?

1️⃣ Immediate Impact on Liquidity: They unlock trapped cash rapidly, injecting much-needed liquidity and providing a critical boost to cash on hand.

2️⃣ Preservation of Resources: Unlike cost-cutting measures, cash boosters focus on preserving and efficiently allocating valuable resources.

3️⃣ Enhanced Agility and Resilience: They empower business to swiftly adapt to market changes and navigate through turbulence.

4️⃣ Empowerment for Strategic Investments: The free cash flow generated fuels strategic investments, driving long-term value creation.

5️⃣ Boost in Investor Confidence: Strong cash flow not only builds investor trust but also enhances overall stakeholder value.

Using a dual strategy of cost restructuring complemented by cash booster initiatives a transformation I led secured an annualised run rate of $205m and $110m of working capital improvements. Below are ten strategies to consider I look for when adding a cash booster initiative.

🚀 Optimise Working Capital: Improving cash conversion cycles can significantly unlock trapped cash and enhance liquidity.

🚀 Negotiate Better Payment Terms: Working out favourable terms with suppliers, boosting working capital efficiency.

🚀 Rationalise Inventory: Addressing and optimising slow-moving inventory frees up capital for strategic use.

🚀 Identify Cost Reduction Opportunities: Continually assessing operational expenses to find savings without compromising on quality.

🚀 Rationalise Assets: Evaluating underutilised assets for possible divestment to generate immediate cash inflows.

🚀 Prioritise High-ROI Projects: Focusing on projects that optimise capital allocation.

🚀 Enhance Revenue: Implement strategies like pricing optimisation and cross-selling to improve cash flow and revenue.

🚀 Restructure Debt: Explore refinancing options to reduce debt obligations and improve financial health.

🚀 Optimise Tax Strategies: Collaborate with tax advisors to find tax-saving opportunities and minimise outflows.

🚀 Robust Cash Flow Forecasting: Developing strong forecasting tools to anticipate cash needs and manage liquidity proactively.

By prioritising these initiatives, you unlock liquidity, enhance financial resilience, and strategically position the organisations for sustained success, to learn more email shaun.taylor@rckpm.es

#CashBooster #CostTransformation #privateequity #transformation.

🚀The Power of Pace in Transformation Leadership🚀

Throughout my career, spanning roles as #COO, #CIO, and #CTrO, overseeing numerous complex #transformation initiatives has been a recurring question what has underpinned my success. Reflecting on this, I’ve identified a simple yet powerful formula pivotal to my success: fostering robust #communication, demonstrating an unwavering commitment, and strong coalition-building. These elements are interdependent and vital, much like strands of DNA, for creating transformation success.

A prime example of this approach in action was during a challenging 10-month #integration programme. Inspired by the fast-paced transformation seen in Formula One racing teams, I learned to embrace severe time constraints. These teams’ mastery in adapting strategies based on real-time data and performance analytics mirrors how we channelled our team’s inherent fears of failure into a driver for success. By reframing these fears, we drove our team towards unprecedented urgency and precision, transforming potential setbacks into stepping stones for success.

This mindset has been instrumental across various domains—from integrations and carve-outs to #costtransformations and #technology-enabled #change. Each experience underscored the indispensable role of effective communication, particularly in intricate, technology-driven transformations. Inspired by Sir John Harvey-Jones’s philosophy of prioritising ‘speed rather than direction,’ and observing Formula One’s dynamic strategy adjustments, I have seen firsthand how maintaining momentum enables organisations to swiftly adapt and pivot towards new opportunities, significantly mitigating the risks of transformation failure.

My journey has been underpinned by one simple belief: initiating transformations with an emphasis on rapid execution consistently delivers robust results, not just in reactive situations but from the outset. Such a proactive approach not only facilitates continuous innovation and success but also showcases that with the right focus and pace, the potential for organisational improvement is significant.”

Would be good to hear your thoughts and the lessons in transformation you have learned?

Major scandals such as the UK Post Office's Horizon system debacle and well-documented issues within the Metropolitan Police and other police forces have shone a less than favourable light on these organisations investigating their own complaints. These incidents demonstrate the fundamental flaws of self-investigation due to inherent institutional biases.

The Horizon scandal alone is enough to make the case with wrongful accusations against many sub-post masters, resulting in unjust prosecutions that destroyed lives. The organisation's internal investigations failed to address the systemic problems with the IT system, showing a profound conflict of interest and a lack of impartiality.

Likewise, the Metropolitan Police and other police forces have repeatedly faced criticism regarding their internal review processes.Investigations within these institutions often suffer from biases related to organisational culture and loyalty, which can influence outcomes, leading to potential underreporting or dismissal of actual misconduct.

This underscores the need for immediate change with improvements that can create unbiased investigations, ensuring transparency, accountability, and the maintenance of public trust by operating free from the internal influences of the organisations under scrutiny.

#postoffice #horizon #injustice BBC News ITV The Telegraph Financial Times The Times The Associated Press UK Home Office #police

Catherine Faiers I little surprised that in 2024 Auto Trader UK excludes transactions from non-Uk credit cards, are you not loosing revenue to those who do?

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