International Bank

Completed one of the largest acquisitions in the history of the banking sector. Incite™ Management Consulting worked closely with senior management in the Financial Markets and Corporate Banking Divisions to redraw the organisational boundaries, build new teams and leverage the opportunities at the interfaces between functions. Not an easy task in this part of investment banking. Also work was completed on the interdependencies between functions and here we found ‘gold'. There were so many unexploited opportunities which are currently being realised.

Individual functions have now been taken through bespoke workshops with action plans and deliverables which are now part of the budgeting process so that the financial gains are fully realised.

Coaching for selected top executives is now in train and all have active coaching plans which are reviewed on a regular basis.

Financial Services Company 

Worked with the top executives on culture change so that the business was ‘facing the right way'. We entered the assignment through the Values aspect and made sure that the Values were appropriate and relevant to both the product and service opportunities but that this was something that they could leverage on a global basis. The next step was to align the businesses on a geographic frontage with sufficient flexibility that the diverse markets could determine the behaviours relevant to them under the global umbrella. The challenge was to ensure that the Values ‘came alive' and that they could see the context in everything that they do. Now it is part of the way they do things and the benefits are coming though daily in various aspects of their business.

FMCG Company

We were asked to become involved following a large merger in bringing various aspects of the business together to strengthen the proposition while ensuring that overlap was exposed and extinguished. This was a difficult assignment as it took place in Africa and required support from the London HQ. Nevertheless we set up the ‘Operations Room' in Nairobi and very quickly, with the support of senior management through some quick offsite initiatives, drew the new orbat. The transition was swift yet we kept the employee support as they were fully engaged in the process.

The new organisation was soon operating in its new and raw state. Immediately we announced a transition programme to ensure that the ‘best of both worlds' was captured – so many mergers and acquisitions inadvertently dispose or some of their best practices for a variety of reasons. We were determined that this would not happen in this case.

The ‘right-sizing' happened swiftly and effectively and the new organisation is now in its second shaping exercise. They are also growing share and margin in all local markets.

Retail Company

Requiring improved organisational performance. We realised that although this very famous ‘High Street' name was still commanding a loyal customer base it had done more to source product and re-engineer its value chain yet neglected the people aspect of its business. This was now becoming an issue with a rising level of leavers to the opposition and too many ‘own goals'. We created a new Value system with senior and middle management and moved quickly to ensure ownership in all parts of the organisation. The growth of the business had meant that many of the managerial skills one would associate with a business of this size had been neglected. A simple but effective high profile series of action orientated workshops were run by Incite™ Management Consulting as well as using our psychometric tools to work with teams and individuals alongside an internal feedback process we designed. These measures are still in operation today.

The leavers have been reduced by ½ and with the work conducted on some key management processes approximately 22% of available management time has been saved. This has now been reoriented towards the opportunities realised in the first phase of the assignment.