This large Australian entertainment company had implemented the foundation platform of a new customer loyalty program.
We were engaged to conduct a detailed end-to-end review to determine what had been done well and what could be improved for future releases of the program.
The Australian arm of a European based electrical distribution conglomerate had not kept pace with its local competitors in terms of product range and management of its supply chain.
We helped them transition to a global business operating model which involved a major business restructure and the implementation of an integrated technology platform.
This large Australian wealth company was looking to migrate much of its process workload to the cloud in order to increase business agility and reduce cost.
We managed this complex multi-vendor, multi-year migration to cloud IIAS service providers including AWS, Infosys and CSC.
This large Australian university was looking at options to replace their ageing and heavily customised student administration system. We were engaged to develop a business case that documented the benefits, costs, approach and risks of migrating to the new platform.
The assignment involved developing a set of high-level requirements and objective criteria upon which potential solutions would be assessed. Ultimately, a detailed business case was prepared, with recommendations provided to the executive leadership team.
This Australian affiliate of a large global insurer was looking at an order-of-magnitude increase in the size of their project portfolio.
We were engaged to design and help implement an Enterprise Program Management Office (EPMO) that would allow them to effectively manage and track the enhanced portfolio. The EPMO responsibilities included project initiation, portfolio tracking and optimisation as well reporting and quality assurance.
This large Australian credit union was embarking on a business transformation that required major change across all divisions of the company.
We were engaged to develop their IT Strategy, IT Operating Model and Roadmap that ensured IT was a key enabler of the transformation.
A leading Australian wealth management company had acquired one of its competitors and needed to integrate the two businesses. A target operating model was designed and we led the transition of the integrated workforce to the new operating model.
Critical to the success of the program was taking a formal and rigorous approach to change management which involved pro-active staff engagement and communication ensuring alignment of all involved.
This Australian university was undertaking a major transformation of its curriculum and market offering. Existing manual processes and fragmented systems were seen as a significant barrier to curriculum agility.
We developed a detailed curriculum management tender document and fast-tracked a formal tender evaluation process. As part of the process we reviewed a number of solutions, assessing them against weighted scoring criteria to arrive at a recommended solution for the future.
The Vice Chancellor of this Australian university felt that the university was not taking full advantage of digital in teaching, research and in the provision of administration services.
Working with the Head of Innovation we developed a digital strategy aligned to the university’s strategic priorities which enabled them to better leverage digital across the institution.
The leading Australian Vocational Training organization was looking to transform itself into high-performing, modern, efficient customer focused business delivered via a major transformation program.
The program involved designing a new business operating model that moved individual institutions from profit centres to regional based cost centres. We led The implementation of the new operating model.
The student service and support experience was disjointed and inconsistent at this Group of Eight Australian university. As a result students were unable to access information or services they wanted, when they wanted them, leading to long queues, poor student satisfaction and a large number of complaints.
We designed a common service delivery model that was implemented across multiple campuses that leveraged technology, delivered efficient centralised processes as well as state of the art facilities.