As business transformation consultants based in London, we help you tackle your most ambitious, complex projects and build new capabilities, under three distinct service lines. This suite of business transformation and integration services helps you tilt the odds to achieve extraordinary results. All of these approaches are underpinned by tools, methodologies and technologies to enable real, sustained change.
Strategy review & execution
You’ve crafted a strategy for your business, perhaps launched it in the organisation and now need a business transformation partner to help you review and refine it, then implement it across the business.
We help you to:
- determine your market dynamics.
- find quick wins or ‘no-regret’ steps.
- establish a transformation office.
- build workstreams with clear terms of reference.
- develop an implementation roadmap.
- implement key activities.
- track and realise benefits.
Transformation & turnaround
You want to embark on a complex business turnaround or transformation. The rationale could be a financial imperative, like growth plateauing, threat from a disruptive competitor, the opportunity to ride a global megatrend (e.g. progress to net zero) or the result of systematic planning for the future. Or maybe you’re new in role and need support to figure out what the next 12 or 36 months look like.
We help you to:
- identify business potential through key value drivers.
- plan bottom-up.
- rationalise your portfolio to make room for the transformation.
- establish a transformation or turnaround management office (TMO).
- sequence work plans and initiatives.
- pilot, test, syndicate and scale initiatives.
- implement performance management to drive out results.
- realise the value case.
Mergers & acquisitions
You’ve decided to acquire or sell a business and need a partner to plan and execute the integration or separation to achieve the value case. You need someone who can come in and plan and execute the separation and integration, taking care of all aspects of the deal to deliver the synergies.
We help you to:
- develop your deal strategy and integration thesis.
- build your cost and growth synergy case.
- establish the integration management office (IMO).
- establish the target operating model.
- create the blueprint for day one, +90 and so on.
- assess day one planning and readiness.
- bring two cultures together successfully.
- design and implement key integration initiatives.
- realise the synergy case.
Not sure if your business transformation is set to succeed?
Take 10 minutes to complete our transformation leaders survey and assess your readiness against the 10 vital dimensions of a successful transformation. You get a report on how you score on your transformation against the 10 risk factors. This helps you determine the areas of real strength and any weaker areas you may need to focus on.
Or read more about the 10 business transformation factors.
A FTSE 100 company set out to implement a new strategy to future-proof itself, drive a step change in the performance of the existing organisation and grow new business opportunities.
In response to client demand for globally integrated solutions, to attract world-class talent in scarce skills and prepare for future service line separations, one of the Big Four set a strategy to globalise its operating model around emerging technology solutions.
A FTSE 100 company had decided to move away from a declining business model and exploit a market opportunity, migrating from traditional publishing to digital data and analytics solutions.
A large PE-backed business was buying part of a listed business — their largest acquisition to date — to reconfigure their business model and offer higher margin services.
A large US corporate financial services client was strategically acquiring a similar business, but with a very different (family) culture. The major challenge was integrating the two cultures to get the best of both in terms of behaviours and working practices.
Owned by two of the world’s largest organisations, a $2bn technology company was undertaking a commercial transformation to diversify its service offering, improve its go-to-market and double in size within two years.
A FTSE 100 business had decided to restructure. Its goals were to improve productivity, technology efficiency and efficiencies between its portfolio of businesses, in a bid to cut annual costs by 10%.