Delivering for our clients

Program Leadership

How envorso worked with one of the UK’s major telecommunications networks to efficiently deliver a significant business transformation in order to launch a new brand of communication services.

 

Client

This leading MNO is one of the UK’s largest communications companies, providing mobile and fixed-broadband communications services to more than 27 million customers through multiple brands.

 

Challenges

The company sought to reduce its operating costs by 30% or more. It entered into a contract with an outsource partner to achieve these cost savings without any derogation to customer services during a time of aggressive business expansion. With the cost savings agreed up-front the company and its outsource partner agreed a joint program to effect the necessary transformations within the IT landscape.

 

Solution

envorso set out and executed the IT strategy for the program enabling both parties to meet their contractual obligations. envorso was selected to set up the governance for the program with the outsource partner. envorso provided this MNO client side program management through a program management office as well as the senior project managers for all the major work streams within the program. Each senior position was mirrored within the outsource partner’s organization to ensure that the transformation and transition steps were agreed and actioned together at every stage. envorso drove a one team, one program approach so that all parties engaged took responsibility for the effort and final outcomes. Shared success was key to ensuring that issues were resolved in a timely win/win fashion.

 

Business Benefits

  • Increased operational stability through improved technical resiliency; increased service desk response time; increased user request turnaround.
  • Reduction in outdated legacy technical infrastructure.
  • Reduced management costs through use of virtualization technologies reducing the total technology footprint on the organization.
  • Complete new end-user experience with new hardware, operating systems and upgraded email facilities.
  • Achieved 36% cost savings annually.

The London 2012 Olympic Delivery Authority and our teams worked together for over 5 years from “business start up” on a range of services, from program strategy and assurance through to pragmatic project management.

 

Client

The ODA is a public body responsible for delivery of venues , infrastructure and legacy for the London 2012 Olympic and Paralympic Games.

 

Challenge

Business Start Up alongside initial staffing decisions within a non-entrepreneurial governance framework.  Rapid deployment of world class program delivery capabilities to ensure games are on-time-on-budget. CEO and CFO needed to get effective management information across 38 programs, 220 sub programs and 784 projects across hundreds of suppliers to enable effective decision making and continuous and ad hoc reporting into government departments.

 

Solution

  • Design and Setup support for central program Management Office.
  • Developed business cases for many key venues and for critical support programs.
  • Setup of program Assurance Function incl. Risk Management Strategy & Processes.
  • Support Implementation of PPM capabilities and tools, and key client-side roles in PPM leadership.

 

 Business Benefits

  • On time and on budget delivery of the London 2012 Games.
  • Through strong governance a faster decision making process enabling quicker time to market.
  • More trusting culture enabling  stronger teamwork and collaborations.
  • Business justification support for sign off of £4 billion worth of projects.

How envorso helped a high-end automotive manufacturer worked through its IT separation from its former parent company in Ford against a tight timescale and significant constraints.

 

Client

Jaguar Land Rover (JLR) is one of the world’s premier manufacturers of luxury saloons and sports cars. JLR sells cars in almost 100 countries and has about 16,000 employees worldwide.

 

Challenges

Transition all IT systems, infrastructures and data center used today by JLR to run its business including 1,400 applications, multiple platforms, over 15,000 users. Systems currently hosted in UK, Germany, US data center and in 23 regional markets. No business interruptions with a tight-timescale driven by the separation from Ford.

 

Solution

  • Establish a fully functional IT landscape supporting JLR business activities
  • Complete IT separation from Ford and other Ford-owned entities (Volvo, Mazda) within 18 months
  • Establish completely independent infrastructure, networks and applications suite
  • Establish an affordable IT support model

 

Business Benefits

  • Client tailored program methodology.
  • Establish end-to-end program planning to mitigate future risk and identify interdependencies
  • Establish program-specific processes, aligned with JLR’s processes

We helped Everything Everywhere to scope, design and deliver a complex set of programs and projects to launch the UK’s first superfast 4G mobile services successfully in extremely demanding timescales.

 

Client

EE, the UK’s most advanced digital communications company. It runs the EE, Orange and T-Mobile brands, delivering our 27 million customers with the best network and the best service so they trust us with their digital lives.

 

Challenges

To gain a market leadership position, the merged companies of Orange and T-Mobile (Everything Everywhere) embarked on a first to market 4G launch in the U.K. This was tied in with a complete re-brand and re-launch from Everything Everywhere to EE.

 

Solution

  • Worked with EE, using a rapid execution framework for scoping, design and delivery.
  • Enabled the rapid delivery of key scoping and design phase.
  • Set the program and Project Management framework for delivery including the use of detailed planning and reporting via enterprise collaboration.
  • Managed mission critical Projects and programs to successful delivery.

 

Business Benefits

  • Successful launch of  superfast 4G mobile services alongside fiber broadband.
  • EE gained a position of market leadership, being the is the first launch 4G in the U.K.
  • Delivery was achieved against extremely demanding timescales.

Following a rapid expansion program  through a series of acquisitions , AGCO partnered with envorso to provide an intercontinental supplier management solution.

 

Client

AGCO is one of the world’s largest manufacturer and distributor of Agricultural Equipment, operating in over 140 countries.

 

Challenges

  • Rapid expansion driven by a series of recent acquisitions.
  • Big number of global partners.
  • Develop a world platform working in collaboration with suppliers in the UK, China, India, Brazil and France.

 

Solution

  • Global Integrated Supplier Framework – developed an overarching supplier framework with standardized processes, tools and systems.
  • Established a “Hub and Spoke” program Management Office, with a central office in the UK and local offices in the UK, China, India, Brazil and France.

 

Business Benefits

  • Developed a world platform working in collaboration with suppliers in the UK, China, India, Brazil and France to provide an integrated supplier management solution.
  • A strong governance framework which allows for line of sight reporting and forecasting.
  • Regular AGCO / Supplier team meetings where the regions representatives return to the UK to report on progress and obtain program updates.

Strategy

Petron chose envorso to implement a robust governance system that resulted in the post-merger phase of its program yielding greater value than initially anticipated.

 

Client

Petron, a wholly owned subsidiary of San Miguel Corporation (Philippines largest company), has an ambitious plan for regional growth in SE Asia.

 

Challenges

Inadequate integration planning & lack of program leadership during integration and change in control. In the absence of a business case in the due diligence process, it was very difficult to obtain accurate information during change in control and 100 day period. Ensure the new integrated management team identify and quantify business benefits and synergies in the 100 day period.

 

Solution

As part of Day 1 planning, Envorso was engaged to review, quality assure and identify key gaps in the plan, with a further step being to build some mitigating actions and contingency plans for the period post systems freeze. Envorso quickly led a series of 100-Day initiative workshops with all functional team leads to rapidly identify and prioritize Run the Organization (BAU-Stabilization) and Change the Organization (Growth) projects to scope. Led the 100 days synergy and business benefits quantification sessions with Petron Malaysia’s senior management; ran the 100 Day PMO to manage the synergies progress and cross-functional projects.

 

Business Benefits

  • All contingencies were dealt with according to protocols with minimal negative publicity during change in control.
  • Petron management had clear 100 Day synergy targets for their newly integrated business .
  • The size of the opportunity was significantly in excess of what had been expected.
  • Effective PMO throughout the 100 day period and beyond managing successful synergy projects completion.

How we worked with one of the largest banks in the world to integrate the Dutch bank ABN AMRO into its organization.

 

Client

Royal Bank of Scotland is a British banking and insurance holding company generating revenues in excess of £28bn per annum.

 

Challenge

Assist in the set up of a 1200 person organization to manage the separation and integration activities associated with the acquisition of ABN AMRO by consortium.

 

Solution

  • EPM tool development – performance resolution and alignment to processes
  • Creating and implementing pragmatic best practice for governance of projects
  • Building a consolidated portfolio view of change programs
  • Implementing Project Management Best Practice
  • Creating a balanced scorecard to review programs incl. budgetary tracking and reviews
  • Implement dependency management

 

 Business Benefits

  • Delivering improvements in program and project delivery, implementation of proven process solutions, education and overall knowledge sharing in best practice of the toolset in place.
  • Immediate and on-going benefits have been realized in delivering consistent PMO practices

How we played a key role in managing the merger of two of USA’s largest financial corporations.

 

Client

Bank of America is an American multinational banking and financial services organization and the second largest bank holding company by assets.

 

Challenges

Standardize project management practices across the organization during the integration of Merrill Lynch and BoA. Establish metrics and gates/checkpoints to provide control through each phase of the integration. Streamline and access project data from different data sources and platforms for executive level reporting.

 

Solution

  • Designed and developed a web-based Executive Digital Dashboard to view the merger and integration across the organization in real time.
  • Creation of built-in metrics, decision criteria and workflow, allowing executives to make critical decisions using up-to-the-minute project data.
  • A comprehensive mapping of the integration lifecycle and workflow to control the merger.

 

Business Benefits

  • Substantial cost savings of 15% achieved through the effective integration in the pilot area.
  • Minimum of 5% enterprise-wide savings expected across all integration projects together with reduced delivery timings.

A major mobile telecommunications network selected our team to identify areas for improvements in processes, resulting in a 40% reduction in Time to Market.

 

Client

The client was operating in a very fast changing market with an ambitious strategy for change. Within this context there was a clear urgency to meet many product launch related business requirements with a clear need to execute right first time on highly complex new goals.

 

Challenges

Time:
Slow time-to-market
Frequent schedule slips
67% of launches on track
Quality:
Variable quality
High failure rate
17% of launches meet internal metrics
Costs:
Unpredictable costs and timelines
Third of launches on budget

 

Solution

Introduced idea and project selection to be assessed based on:

  • Alignment / Attractiveness / Achievability
  • Raise the bar on delivery performance – Deliver, Rework, Drop
  • Rigorous analysis before gateway sign-off at end of concept and initiation stages
  • Re-work projects that do not pass
  • Close business/IT collaboration to affirm deliverability and high quality of requirements
  • Commitment on resources benefits, cost and time at gateway approval

 

Business Benefits

  • Sponsors accountable for benefit delivery
  • Delivery organization accountable for cost and time

Our teams helped a leading Automotive Manufacturer to achieve a single global approach to product development.

 

Client

The client is one of the worlds leading automotive manufacturers with revenues of $118.3 billion, producing over 4 million automobiles and employing 198,000 employees across global operations with 90 manufacturing plants worldwide.

 

Challenges

South American Team had deployed early Bill of Material process and tools deployed but faced difficulties to  embed them into the day to day business. The upcoming deployment of an enhanced version of both process and tools being deployed globally presented further challenges in terms of providing operational stability, implementing new process and tools  and sustaining operational capability

Solution

Using subject matter expertise in both project management and Bill of Material processes and tools developed through 4 years of BoM tool development and implementation in the European region, envorso used the following approach utilising its Program Delivery service line:

  • Capability Assessment – measurement of current South American Bill of Material and vehicle program teams
    operational organization & capability against key performance criteria;
  • Capability roadmap – recommendations for enhancements required to improve capability to a level consistent
    with rest of world;
  • System Implementation – managing the implementation of new Bill of Material process and tools to in-process
    vehicle development program including user training, issue capture and resolution and data migration;
    Stakeholder management – engagement with key stakeholders to promote understanding of business changes
    and impact on their functional areas;
  • Skills transfer – embedding capability within the local operations team to ensure sustainable business as usual
    activities through training and education;
  • Setup for success – establish on-going communication networks with global experts to ensure on-going
    sustainable support model working across time zones.

 

Business Benefits

  • Successful implementation of new Bill of material system on South American vehicle programs.
  • South American BoM team capability enhanced enabling in-house training to users of new BoM tool and process.
  • South American team aware and tied into global expertise to be engaged in future enhancements to both tool and process and on-going support for issue resolution.

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