Gregory Williams
   Board level Consultancy

        case studies
People and Change
People and Change
    Nationwide Building Society’s SAP Transformation project was in complete disarray.

Every sub projec...
People and Change
    Nationwide Building Society’s SAP Transformation project was in complete disarray.

Every sub projec...
People and Change
    Nationwide Building Society’s SAP Transformation project was in complete disarray.

Every sub projec...
People and Change
    Nationwide Building Society’s SAP Transformation project was in complete disarray.

Every sub projec...
Shared Service and Outsourcing
Shared Service and Outsourcing
  Aviva needed to normalise and optimise its outsourced operations.

 I defined the objecti...
Shared Service and Outsourcing
  Aviva needed to normalise and optimise its outsourced operations.

 I defined the objecti...
Shared Service and Outsourcing
  Aviva needed to normalise and optimise its outsourced operations.

 I defined the objecti...
Business and ICT Alignment
Business and ICT Alignment
  HBoS needed to redefine business banking post merger taking the best attributes from

  both ...
Business and ICT Alignment
  HBoS needed to redefine business banking post merger taking the best attributes from

  both ...
Business and ICT Alignment
   HBoS needed to redefine business banking post merger taking the best attributes from

  both...
Business and ICT Alignment
   HBoS needed to redefine business banking post merger taking the best attributes from

  both...
Gregory Williams
 If your organisation requires the best in :


People Cultural and Change management
ICT Optimisation and...
Gregory Williams
       If your organisation requires the best in :


      People Cultural and Change management
      IC...
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Consulting solutions for banks

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Gregory Williams presents consulting solutions for banks to improve efficiency, enhance customer experience or optimise outsourced services

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Consulting solutions for banks

  1. 1. Gregory Williams Board level Consultancy case studies
  2. 2. People and Change
  3. 3. People and Change Nationwide Building Society’s SAP Transformation project was in complete disarray. Every sub project was red flagged with multiple critical failures - program was due to be terminated with legal action pending.
  4. 4. People and Change Nationwide Building Society’s SAP Transformation project was in complete disarray. Every sub project was red flagged with multiple critical failures - program was due to be terminated with legal action pending.
  5. 5. People and Change Nationwide Building Society’s SAP Transformation project was in complete disarray. Every sub project was red flagged with multiple critical failures - program was due to be terminated with legal action pending. My priorities were to establish a PMO with a clear mission & objectives, meet all the stake- holders and evaluate their perceptions and expectations. Through creating a 10, 30, 60, 90 day plan for all senior management followed up with a comprehensive communication campaign, we achieved in getting this strategic program back on track and on budget.
  6. 6. People and Change Nationwide Building Society’s SAP Transformation project was in complete disarray. Every sub project was red flagged with multiple critical failures - program was due to be terminated with legal action pending. My priorities were to establish a PMO with a clear mission & objectives, meet all the stake- holders and evaluate their perceptions and expectations. Through creating a 10, 30, 60, 90 day plan for all senior management followed up with a comprehensive communication campaign, we achieved in getting this strategic program back on track and on budget. Through hands-on leadership of: evaluation of priorities to define the re-scoping, I achieved the refocusing of the program to deliver most important aspects underpinning the business case. With the benefit of unambiguous guidance the teams reshaped the program in the first 10 days, by 15 days the teams had reduced 90% red flags to amber through a re-evaluated critical path analysis. In my first month of leadership and insight the teams had eliminated all red flags on critical path, saving the client, my company and the contract.
  7. 7. Shared Service and Outsourcing
  8. 8. Shared Service and Outsourcing Aviva needed to normalise and optimise its outsourced operations. I defined the objective of the study to derive maximised benefit from existing contracts and find new outsourcing opportunities in the business.
  9. 9. Shared Service and Outsourcing Aviva needed to normalise and optimise its outsourced operations. I defined the objective of the study to derive maximised benefit from existing contracts and find new outsourcing opportunities in the business. Under my leadership we established specific studies to: identify new processes which had the potential to be outsource, look at existing supplier SLA’s and normalise to a standard Supplier Relationship Model (SRM) to perform an outsourcing supplier ratings.
  10. 10. Shared Service and Outsourcing Aviva needed to normalise and optimise its outsourced operations. I defined the objective of the study to derive maximised benefit from existing contracts and find new outsourcing opportunities in the business. Under my leadership we established specific studies to: identify new processes which had the potential to be outsource, look at existing supplier SLA’s and normalise to a standard Supplier Relationship Model (SRM) to perform an outsourcing supplier ratings. I resourced teams and lead them to deliver methodology customisation, requirements definition, contract definition of intellectual property ownership, performance criteria and non-performance implications, SLA metrics and PMO governance project phases. We completed the evaluation of all of Aviva’s outsourcing partners and through contract and delivery optimisation we are now saving them 16% per annum. We identified £ 7 mil in further high saving low impact outsourcing processes and established an ongoing contract to evaluate other areas of Aviva’s business.
  11. 11. Business and ICT Alignment
  12. 12. Business and ICT Alignment HBoS needed to redefine business banking post merger taking the best attributes from both companies processes and systems and create a new business banking proposition in the UK market.
  13. 13. Business and ICT Alignment HBoS needed to redefine business banking post merger taking the best attributes from both companies processes and systems and create a new business banking proposition in the UK market.
  14. 14. Business and ICT Alignment HBoS needed to redefine business banking post merger taking the best attributes from both companies processes and systems and create a new business banking proposition in the UK market. A best of breed hybrid was defined from the original business processes and the combined ICT functional landscape. The results of a functional evaluation identified Siebel as having the functional roadmap to deliver the organisational optimisation and alignment required.
  15. 15. Business and ICT Alignment HBoS needed to redefine business banking post merger taking the best attributes from both companies processes and systems and create a new business banking proposition in the UK market. A best of breed hybrid was defined from the original business processes and the combined ICT functional landscape. The results of a functional evaluation identified Siebel as having the functional roadmap to deliver the organisational optimisation and alignment required. I defined the initial scope, constraints and objectives in a Program Initialisation Document (PID). I managed a team of six to deliver a new business banking model to HBoS. The project was delivered above specification in 12 weeks. This then grew into an IT implementation opportunity which under my leadership was completed in 11 months by a team of 32.
  16. 16. Gregory Williams If your organisation requires the best in : People Cultural and Change management ICT Optimisation and Alignment Improved return on outsourcing contracts Post Merger process and system optimisation Value realisation on SAP implementations Critical Path management of SAP Implementation Projects
  17. 17. Gregory Williams If your organisation requires the best in : People Cultural and Change management ICT Optimisation and Alignment Improved return on outsourcing contracts Post Merger process and system optimisation Value realisation on SAP implementations Critical Path management of SAP Implementation Projects phone: 44 (0) 752 520 4026 e-mail: gregw6@mac.com

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