Synergising International Business Units

Assigned by a FTSE 1000 company to create a team culture between a group of 5 companies spread across Europe. The five companies in the group each had different skills.  Two were valued for their innovation and technology, another for its movement into "design and operation" and one for its quality of project management but each processed a thorough knowledge of their local markets. The management teams were not working together.  Using the Balanced Scorecard strategy mapping approach we elicited the group strategy from the centre. The work was central to driving synergy out within the group.  The value put on it was around £10-20m in cost savings and a 20-30% increase in revenue for a group with a turnover of approximately £100m that dealt with and without counting the impact on the contracts they managed, which were of the order of £4bn in total value

Bid Collaboration for the Partners of a Consortium

Assigned to help the consortium make explicit their joint and individual objectives so they could align them. We knew from the initial discussions that there were some aspects where the consortium disagreed on both means and ends, as well as contribution, risks and rewards. By using a neutral, and sensitive, third party, the consortium had provided itself with the facts and a method to address the underlying issues that would fracture the consortium if not addressed. We also provided the Balanced Scorecard strategy map we had developed, so they could monitor progress towards their joint objectives. The consortium addressed the issues and moved on to make a well-received bid as well as being invited to bid for other parts of the public-private initiative