The Challenge:
Our client, a leading UK merchant banking group with over 3000 employees, was working through a programme to launch a new payments application to their broker partners.
Senior management was concerned that although significant investment had been made in the programme (c.£1m), little tangible progress was evident.
We were engaged to review the work and propose a new approach to the programme, aiming to deliver a Minimum Viable Product (MVP) into the market as quickly as possible.
A change in approach
Our initial review highlighted significant risks in the original plan, with a limited likelihood of delivery against the existing expectations.
We proposed a change in approach by breaking the delivery into three drops. The initial drop would allow for the new product, with key functionality, to be released to the pilot brokers within the target timelines. Later drops would build out the remaining functionality ahead of a full release into the market.
Studies have shown that employees who participate in mentoring programs are more likely to be promoted, exhibit higher job satisfaction, and experience increased productivity. This underscores the immense value of mentoring as a tool for nurturing talent and driving individual and organizational success.
Second key fact. Studies have shown that employees who participate in mentoring programs are more likely to be promoted, exhibit higher job satisfaction, and experience increased productivity. This underscores the immense value of mentoring as a tool for nurturing talent and driving individual and organizational success.
Third key fact. Studies have shown that employees who participate in mentoring programs are more likely to be promoted, exhibit higher job satisfaction, and experience increased productivity. This underscores the immense value of mentoring as a tool for nurturing talent and driving individual and organizational success.
The Solution: Lightweight and robust governance
A new programme structure was established with a lightweight but robust governance framework. This included improved tracking and reporting, which allowed ExCo to see issues early and have confidence in programme progress.
The Delivery Team was expanded to three development and testing streams with a mix of onshore and offshore resources.
Central to the new approach was closer alignment between the ExCo and Programme Teams, with clear, effective lines of communication and accountability.
The Result: Reliable delivery cadence
Within three months, the programme had been completely transformed with a regular and reliable delivery cadence, building confidence across the organisation. The payments application was delivered in the three drops as planned, receiving positive reception in the market and providing our client with a platform for future growth.
An unexpected outcome was that our approach became a talking point across the wider business, and we provided additional support and guidance to other project deliveries the client was undertaking.
Studies have shown that employees who participate in mentoring programs are more likely to be promoted, exhibit higher job satisfaction, and experience increased productivity. This underscores the immense value of mentoring as a tool for nurturing talent and driving individual and organizational success.
Second key fact. Studies have shown that employees who participate in mentoring programs are more likely to be promoted, exhibit higher job satisfaction, and experience increased productivity. This underscores the immense value of mentoring as a tool for nurturing talent and driving individual and organizational success.
Third key fact. Studies have shown that employees who participate in mentoring programs are more likely to be promoted, exhibit higher job satisfaction, and experience increased productivity. This underscores the immense value of mentoring as a tool for nurturing talent and driving individual and organizational success.