There is little point in wasting time and expense of changing business processes, systems, organisation and culture if the change objectives are not met and improvements in performance are not sustained and built on.
In order to do this, many businesses turn to the major consultancy firms for support because they have proven track records. Are there any practical and cost effective alternatives?
Blue Alumni Ltd. is an award winning team of experienced independent management consultants based in the UK. The team has provided a range of high quality and high value change management services to leading organisations since 1998 and all our members have held senior positions in one or more of the major consultancy firms.
Our breadth of experience and depth of expertise mean that we can typically provide the level of support required individually or with a small team. Case Study Example – UK aircraft manufacturer (600 people). Productivity had been inconsistent, well below required levels of performance and there was significant mistrust between the shop floor and all levels of management.
Recent management-led changes had been piecemeal and ineffective, the competition was cheaper and they were also developing new aircraft. The business needed to turn around performance within two years when the current aircraft project would end. The MD had very positive experience of using a big consultancy firm.
He was looking for the same calibre of consultant and wanted to maximise value for money spent.
He initially asked a Blue Alumni member, David Bird, to set up the Change Team and to provide detailed input to redesign and implement an organisation structure based on LEAN principles. A few weeks into the assignment, he asked David to take over the role of Project Manager and Lead Consultant to include the whole redesign and implementation of the shop floor processes and performance measurement systems.
With active participation and sponsorship from Operations Senior Managers and Directors, David led a team consisting of all involved stakeholders: Cell Leaders, Operators, Engineers and Logistics plus HR and Trades Union representatives, with progress monitored and recommendations reviewed by a Steering Group including Trades Unions leadership teams.
Regular communications sessions were held with all affected teams throughout the assignment to ensure clarity of messages and to build in useful feedback to the design. Visible performance measures were introduced and there was a significant improvement in operating performance and trust in the business.
In nearly two years, the only additional external consulting resource brought onto the assignment was a Lean manufacturing expert for 8 weeks. The approach was based on using and developing the competencies of the existing workforce to build a solution they believed in.
Several team members enrolled on Further Education courses during the assignment to gain academic recognition of the new skills they were acquiring.