Some of our past digital case projects are listed here. They range from technology implementations, to building case for change, managing stakeholders and vendor selection.
A few of our projects
1
Capabilities Applied
Vendor Selection
Digital Implementation
Change Management
Implementation of Oracle Netsuite ERP at Logistics Business (1 year)
Brief
intoChange has structured the change program, mentored key leads and overseen transition from a legacy system to a Netsuite for a family business established in 1982. End-to-end project was conducted over 8 months for Finance and Warehouse Operations starting from the Request for Proposal to the assessment of vendors, setting up an internal structure for change and overseeing the documentation of processes, systems, and people.
2
Capabilities Applied
Digital Implementation
Business Consulting
Organisational Change Management
Dealer Management System in Automobile Industry (3 years)
Brief
intoChange led a 3-year change 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.
8 out of 9 successful implementations with a 40% reduction in manual interventions.
3
Capabilities Applied
Vendor Selection
Request for Proposal
Workshop facilitation
Vendor Selection for Financial Services - Markets (< 1 year)
Brief
intoChange was briefed to oversee the vendor selection program for a new Markets System. This included the feasibility and viability of adoption of a USD$5million implementation, the team’s ability to absorb changes and change velocity, build the RFP impact assessment of pipeline projects and change readiness.
4
Capabilities Applied
Business Case
Stakeholder Management
Case for Change for a Circular Economy in Singapore (< 1 year)
Brief
Built a Case for Change for the National Environment Agency for a phased deployment of technology facilities in communities for the up-cycling of PET Plastic and the impact of the eventual reduction in the import of plastic.
5
Capabilities Applied
People Change and Transformation
Function Accountability Charts + Productivity Drivers
Business Analysis
Performance Appraisal Framework - Insurance (< 1 year)
Brief
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.
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.
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.
6
Capabilities Applied
Digital Transformation
Business Analysis
Negotiation Skills
Workshop Facilitation
Multi-Stakeholder Engagement
Digital Implementation - Markets (2 years)
Brief
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.
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.
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.
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.
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 SystemNegotiated 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.
Digital transformation of a Credit Risk Department at Australia and New Zealand Bank (ANZ) -BASEL II
The bank used multiple sources of data to compile its monthly Credit Risk Reports for the Reserve Bank of Australia (RBA)and the Australian Prudential Regulatory Authority (APRA). This led to a higher margin of error and time spent on reconciling figures between the Credit Risk and Financial teams. This project sponsored by the C-Suite required the team to transition the business onto a new Credit Risk Platform (Moody’s Analytics/Fermat).
Industry
Financial Services
Budget
$50 million
Capabilities Applied
Digital Transformation
Business Analysis
Negotiation Skills
Workshop Facilitation
Multi-Stakeholder Engagement
Complication
The vast amount of data and data headers (CBS, Finacle, ICBS and Excel), teams that operated independently, duplicate reports being produced, getting stakeholders aligned and specifying the right requirements to the vendor were just some of the challenges faced by the team.
Action
The team of 30 undertook impact assessments to determine nature and extent of change and implemented necessary transition plans across 5 countries for people, processes, data, technology and structure.
Outcome
2.5 years undertaking that revamped the Credit Risk and Reporting Operational Framework by consolidating data and outputs across Business Units to the Reserve Bank of Australia and optimizing operations by cutting down reconciliation time by 3 working days.
Integration of the Royal Bank of Scotland (Asian Markets) at Australia and New Zealand Bank (ANZ)
ANZ Bank acquired RBS’s branches in Vietnam, Laos, Singapore, Cambodia and Indonesia. A cell was set up to integrate the local data into the Headquarters systems and engaged with its stakeholders for the digital up-skilling.
Industry
Financial Services
Capabilities Applied
Business Analysis and Consulting
Workshop Facilitation
Multi-Stakeholder Engagement
Situation
ANZ Bank acquired RBS’s branches in Vietnam, Laos, Singapore, Cambodia and Indonesia. A cell was set up to integrate the local data into the Headquarters systems and engaged with its stakeholders for the digital up-skilling.
Complication
Culture, modus operandi, local reporting requirements and management style were very different in every acquired branch. Whilst the team was engaged on a single assignment, the integration of each local market required extensive local engagement and detailed data specifications.
Action
After months of meetings to understand the end Reporting requirements from each local market, we implemented an Extract – Load – Transfer (ETL) and conducted training to front line users.
Outcome
Successful integration of South East Asia data as required by the local Australian reporting regulations.
CRM Implementation for an ASX listed property development company
The business required a solution to manage the end-to-end experience of its increasingly sophisticated customers.
Industry
Property and Construction
Capabilities Applied
Business Consulting
Stakeholder Management
Situation
The business required a solution to manage the end-to-end experience of its increasingly sophisticated customers.
Complication
Several in house systems to be consolidated into one with little cross knowledge across functions, duplicate data being handled on a daily basis, untimely reports and inability to track leads proactively.
Action
Led cross functional workshops to find touchpoints, eliminate non-value-added processes and optimise operational framework.
Outcome
Delivered new operational framework and business requirements to vendor to customise CRM.
Management of High net Worth Individuals
The Taxation Office required the team to assess and challenge their desired future operating model for the management of high wealth individuals in line with their risk management strategies.
Industry
Government
Capabilities Applied
Business Process Analysis and Consulting
Situation
The Taxation Office required the team to assess and challenge their desired future operating model for the management of high wealth individuals in line with their risk management strategies.
Complication
Whilst the Project Sponsor requested to review the operating model, the team was very comfortable with the existing model which created resistance in drawing out information and building a new framework.
Action
Conducted workshops across functions to analyse, discuss and remodel processes in light of objectives.
Outcome
Delivered a viable future Operating Model approved by the Project Sponsor.
Digital and Operational transformation across 7 offices in Australia and New Zealand
A Market Research company required a new operating model for the management of its project finances across its offices in Australia and New Zealand. Each of these offices were acquisitions.
Industry
Research
Capabilities Applied
Business Process Analysis and Consulting
Situation
A Market Research company required a new operating model for the management of its project finances across its offices in Australia and New Zealand. Each of these offices were acquisitions.
Complication
Each office had its own ways of operating which impacted the output of financials to Headquarters.
Action
The team was assigned to analyse current processes and outputs, produce gap analysis and recommend a future operating model.
Outcome
A transition model, new operating model and transition plan were implemented.