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Change is essential for business.

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Category: Project Management

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Category: Project Management

Expert Series Post

Overcoming resistance to change

They say people don’t like change. If you think about it that’s not entirely true – as individuals we move house, change jobs, even change our hairstyles. But when it comes to organisational change and business transformation, overcoming resistance to change can feel like the hardest part of the journey for everyone involved. In this…

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Expert Series Post
Expert Series Post

Engagement and communication to manage change

Communication and stakeholder engagement represent just one pillar of a robust change management programme, but without handling them effectively, change success is almost impossible to achieve. But what makes them effective? There are a number of key elements, and in this expert series, we focus on one that is often missed or ignored – why…

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Case Study

B&Q – Central Business Effectiveness (CBE) Programme

Background B&Q were at critical mass with the number of initiatives within their Central Business Effectiveness (CBE) Programme. Their tactical approach to business change and improvement, combined with the number of ‘stand-alone’ projects that were struggling for sponsorship, management ‘bandwidth’, competent team members and discrete budgetary allocation meant they were becoming overloaded. i-Realise were engaged…

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Case Study

DHL – Updating an ageing payroll system

The payroll system for any organisation is business critical, but not necessarily viewed as a high priority. Often outsourced, there may not be the expertise in-house when it comes to updating an ageing payroll system, or it may be viewed simply as an IT project. Background DHL has nearly 50,000 employees operating out of over…

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Expert Series Post

Embedding change: give your staff a good change experience

Organisations, and the people within them, make change for a host of very good reasons – a better customer experience, increased revenue, more rewarding roles or improved profitability. They often invest a lot of money and then focus solely on making it happen; leaving how to make the change stick until far too late. In…

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Case Study

Moody’s – Mitigating the risks of delivering a global payroll implementation

A global payroll challenge Following a successful growth period through acquisition, Moody’s, with entities across 30 countries, faced the challenge of dispersed payroll processes outsourced to multiple vendors, with the added complexity of different employment terms within each country. To achieve standardised payroll processes and controls globally, a new payroll solution needed to be implemented…

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Case Study

Argos – Implementing a new payroll system

Implementing a new payroll system is a major upheaval for any organisation. When this is managed in-house, conflicting priorities for different parts of the business can mean that new projects fail to gain the momentum that they need to succeed. Background Argos recognised the need to replace its payroll system as it was about to…

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Case Study

Carpetright – Warehouse operations review to enable strategic growth, productivity and improved efficiencies

Carpetright engaged i-Realise to review the state of their current warehouse operations. Background The objective of this initial piece of work was to remove the risk posed by tacit knowledge and to form the basis for future continuous improvement work by mapping As Is processes end to end. Following on from this, Carpetright asked i-Realise…

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Case Study

The Met Office – Process modelling and maturity mapping as the foundation for operating model transformation

Background With more than 3,000 forecasts delivered every day, powered by cutting-edge technology and world-leading science, the Met Office has a wide and complex process landscape. They needed to fully ‘map’ those processes in preparation for an external ISO 9001 audit, and then understand whether their current processes were mature enough to support a re-organsation…

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Expert Series Post

Managing successful M&A programmes

Mergers and Acquisitions can lead to significant and sometimes highly sensitive change programmes that involve more than one organisation and sometimes very different cultures. In this, the next in our Expert Series, we discuss why both the deal rationale and the right type of due diligence are the building blocks for a successful post acquisition…

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