With major new regulation coming into force, the client was planning for a significant increase in workload. This initiated a requirement for a five fold increase in staff and a consequential change to systems and operational infrastructure including a fit-for-purpose premises.

We were invited to deliver a modern e-enabled web-based system that was straightforward to use for requisitioners, with integrated workflow processes and embedded controls that would help to drive purchasing behaviours and compliance​.

We were to design a visual representation of the ‘current state’ business architecture incorporating the different layers of the operating structure of the business, which included people, products and services, technology and data. We then gathered information into a single high-level view, which could be used to support senior level discussions in relation to their Target Operating Model. ​

We were invited by a crucial and integral public service department that serves our local community to design and develop a new target operating model for the 21st century that would ultimately achieve a £1m saving in their 2019 budget​.

We were invited to design and develop a new target operating model for the 21st century that would ultimately achieve a £1m saving in the clients budget​.

We were commissioned to benchmark testing capability across a whole Group of companies, in order to shape their Target Operating Model for Testing.​

Jersey’s medical practitioners faced one of the biggest digital transformations in recent years with the introduction of a record sharing service that would totally change the way in which patients’ records were shared, created and stored.

We were invited to review the ways income was coming into the public services and to understand how individual teams and departments were processing and reconciling the revenue.

Our Principal Consultants devised a business case and supporting strategy for a public service department that led to the mobilisation of a programme that included the introduction of a project management framework, recruitment into defined programme roles and the prioritisation of projects​.

We undertook a review off all operational and organisational projects and change initiatives and made recommendations for areas the business could improve upon. Following a review there was also a potential requirement to look at the need to develop a Project Management Office (PMO) and a Head of Change role to ensure that future projects were controlled and a formal governance framework was applied and adopted.