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Barclays Bank - Change Management |
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Challenge |
- 1996-1999 Change Management role to plan and implement merging of several portfolios of corporate clients within Gloucestershire
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Action |
- Design and implement a plan to incorporate building a management and support team, communicate with employees and customers to ensure no business was lost during transition to a new Gloucester based facility.
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Outcome |
- No business was lost and in excess of 100 new business cust omers were gained by mid 1999. An increase of 15%.
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Barclays Bank - Turnaround challenges |
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Challenge |
- Harlow, Bishops Stortford, East Midlands Regional Office and Cheltenham Branch
- Between 1975 and 1992 these branches had problems ranging from processing, operations, recessions and loans in default.
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Action |
- Changing behaviours, training and knowledge of employees
- Installing improved people management cultures and policies including encouraging ambition
- Emphasising doing the same things over and over again and expecting better results does not work
- Motivating people to win
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Outcomes |
- Efficiency and effectiveness improved as people understood they were valued
- Despite some resistence long standing managers and customers realised they had to do things better and gain knowledge to obtain improvements
- Costs and bad debts reduced and profits increased
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The Swiss Laundry Group - Non- Executive Director |
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Challenges |
- Ongoing strategic involvement in people and operations to enable business growth through acquisition of Camplings in 2004
- Strategic involvement including analysis, options and choice following the purchase and equiping of a new processing facility in Gt Yarmouth 2015-16
- Strategic involvement in decision making relating to the Cambridge laundry facility
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Action |
- Medium-term business planning and implementation thereof, on an evolving basis
- Pest and SWOT analysis for Georgraphical segments within East Anglia
- Monitoring of compliance and trading performance
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Outcome |
- Purchase in 2004 went smoothly and the acquired company has proved to be a significant contributor to increased group performance
- New Gt Yarmouth facility is performing well and provided many best practices in the event of replication opportunities
- Changes in people management culture and policies have led to "upskilling" opportunities
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Logistics Business |
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Challenge |
development of the management team to better reflect their expanding business |
Action |
motivation, skill development through training, target setting and performance measurement including external appraisals |
Outcome |
the team is more cohesive and coherent with one senior manager now appointed as managing director with responsibility for personnel issues |
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Essential Marketing Limited |
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Challenge |
appointment of the first sales and marketing executive where human resources skills were lacking internally |
Action |
a thorough induction was undertaken, strategy and goals set, and regular contact maintained for the ongoing management and motivation of the new team member |
Outcome |
a smooth induction has helped Ryan settle in and created an environment suited to successfully growing our business |
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