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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Overcoming resistance to change

George Tomlin Head Shot

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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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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B&Q – Central Business Effectiveness (CBE) Programme

B & Q Storefront

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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The definitive Payroll KPIs

During 2021, i-Realise delivered a webinar and whitepaper that presented our suggestions for a payroll and reward Key Performance Indicator model. PROCESS looked at the function’s elements and suggested performance measurements. However, we wanted this to be modified with wider industry engagement so we formed a KPI Working Group, ensuring that our model was reflective…

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The challenges of compliance-led change

Ian Holloway Headshot

New or updated legislation drives a lot of business change. It’s easy to see legislative change as a necessary evil – the cost to comply in time to avoid penalties. And yet, sometimes new legislation can open up opportunities for new products and services or to improve the customer, stakeholder and employee experience. In this…

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On demand webinar: Launching the Payroll KPIs

In April 2021, i-Realise delivered a webinar and white paper that presented our suggestions for a payroll and reward Key Performance Indicator model. PROCESS looked at the function’s elements and suggested performance measurements. However, we wanted this to be modified with wider industry engagement so we formed a KPI Working Group, ensuring that our model…

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Managing successful M&A programmes

Henry McNeil Headshot

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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As-Is & To-Be for large scale business transformation

Melanie Rawlinson Head Shot

When a business is looking to change their commercial focus, it usually involves a new operating model and a degree of structural re-organisation. In this, the next in our Expert Series, we look at how the As-Is and To-Be approach will guide you, and why it’s important to get the org structure confirmed and agreed…

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Realising tangible benefits from business change

Adrian Axtell Head Shot

One of the things that gives change management a bad name, is just how frequently businesses embark on change programmes that promise much but deliver few tangible benefits in return for the business investment. In this, the next in our next expert series, we tackle the important topic of benefits realisation and how you can…

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Working collaboratively for inclusive change

Rebecca Quille Head Shot

We’ve all experienced situations where an external consultant joins to help make improvements only to then work separately from the project team. It always feels like they’re basing their decisions on data analysis or the top-down view, not as part of the team doing the work today and after the change has happened. In this…

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Transitioning to business as usual

Liz Barron Head Shot

Making change stick is a challenge for most organisations and any kind of change project. In this, the second of our expert series, we look at why it’s vital to plan for the transition from project to business as usual, to ensure your investment is realised and to keep your employees engaged. One of the…

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