3 Year Plan to Digitalisation

Led a 3-year plan to transition the business from a range of independent systems and manual interventions to a few critical systems including a Dealer Management System impacting 800+ employees jobs and shifting mindset to the embrace transformation.

Industry

Automobile

Capabilities Applied

Business Process Analysis

Business Consulting

Organisational Change Management

Situation

Business Transformation Advisor to the Executive team of a conglomerate, incepted in 1931 and is in the Top 50 business organizations of the Indian Ocean with annual turnover of USD $250 million a year. Its clusters include Automobile, Banking, Financial Services, FMCG and Logistics with 30 active entities.

Complication

The teams were resistant to change and there was little structure in place for managing digital projects.

Action

Led a 3-year plan to transition the business from a range of independent systems and manual interventions to a few critical systems including a Dealer Management System impacting 800+ employees jobs and shifting mindset to the embrace transformation.

Outcome

• Successful Go Live of the following systems for Nissan, FCA and Porsche:

  • Real-time Sales Funnel

  • Sales to Delivery Framework and Real-time tracking

  • CRM

  • Workshop Estimate of Repairs Process and System

  • Customer Service and Complaints Tracking System

  • Workshop Checklist

  • Proof of Concept of a Dealer Management System

• Negotiated new deals with Nissan Australia

• Established a Change Support Network

• Set up of a Project Management Office driving change within the organisation

• Eliminated non-value-added processes and reduced administrative processing time by 40%.

• Implemented Business Intelligence Reports and Modus Operandi.

Performance Appraisal Framework for conglomerate’s subsidiaries

The Human Resource Team of a Conglomerate required a standardised approach for their Performance and Compensation program for one of its SMEs with up to 50 employees.

Industry

Financial Services

Capabilities Applied

People Change and Transformation

Function Accountability Charts + Productivity Drivers

Business Analysis

Situation

The Human Resource Team of a Conglomerate required a standardised approach for their Performance and Compensation program for one of its SMEs with up to 50 employees.

Complication

The function found the Corporate Framework to be cumbersome and not optimal for their smaller sized businesses.

Action

We designed and implemented a lightweight Performance Appraisal Framework that maintained the principles of the wider framework and at the same time, allowed the function to move quickly, respond faster to the changing dynamics of smaller businesses and maintain a fair structure across these subsidiaries.

Outcome

Having established the framework for 12 months, it came to be recognised as a benchmark of excellence for the group’s smaller businesses. Employees expectations on performance bonus and salary increases within those businesses are now fairly managed, leading to a more sustainable and transparent environment.

Real time solution for the management of excess market trades

The Markets Department of one of the top 4 banks of Australia was growing and required a real-time solution for placing trading limits and reporting excesses regulated by Product Managers.

Industry

Financial Services

Project Budget

$60 million

Capabilities Applied

Digital Transformation

Business Analysis

Negotiation Skills

Workshop Facilitation

Multi-Stakeholder Engagement

Situation

The Markets Department of one of the top 4 banks of Australia was growing and required a real-time solution for placing trading limits and reporting excesses regulated by Product Managers.

Complication

Traders and their managers were in 3 locations across the world and the solution needed to fit the requirements of each local team. Whilst the timeliness of the data and reporting were the objectives, these were not to be an impediment to trade transactions.

Action

We developed a real time Market Risk Reporting System for Product Managers to conduct Business Intelligence analysis and reports on their trading data (MUREX), limits and excesses within timeframe and budget with no impact to traders within parameters. Engaged and trained impacted users across 6 South East Asian countries, London and Australia.

Outcome

A real time solution was implemented and old manual methods decommissioned. The new Operating model for the management of limits and excesses was widely accepted and a local network of champions, change request process and document registry were set up.