Problem: The online sales and marketing activity was failing to generate enough business for a UK listed consulting firm with offices in the USA, Canada, and Asia. There was no automated content integration, a broken pipeline for new leads, laborious new page creation, and problems sharing real-time industry info. The sales activities ran on a separate CRM to marketing with no integrations. Sales Qualified Leads and Marketing Qualified Leads were not tracked. The Website design was old and did not reflect the mission, vision or current client work.
Solution: Consistent branding was applied. Website extensions were coded to enhance a HubSpot CMS. Blogs were automated from LinkedIn postings and emails. APIs for real-time updates of project data were added. HubSpot was integrated with the Salesforce CRM for sales and marketing tracking. The sales teams could then manage and qualify campaign leads from email, LinkedIn and the Website.
Benefits: A substantial increase in Web traffic and qualified leads across multiple channels, automated management and integrated campaign capabilities.
Project Leader: Lee Rennick
Problem: How to ensure ‘buy-in’ for an enterprise-wide transformation? The GFI saw the need to implement an enterprise-wide organizational restructuring along with new and more effective and efficient modes of production.
Solution: The approach taken was evolutionary, applying six keys to success: 1. Prepare and implement a comprehensive communication plan, 2. Identify and empower early adopters and influencers, 3. Understand and readily defuse perceived threats, 4. Focus on and celebrate the opportunities, 5. Establish regular forums for exchange that visibly and credibly include the ‘tone from the top’, and 6. Don’t over think, be ready from the get-go.
Benefits:The choice of an evolutionary approach allowed the GFI to adapt while reducing disruption to the business, bringing the internal and external stakeholders onboard, and keeping the business from becoming overwhelmed.
Project Leader: Jennifer Brooy
Problem: No online learning offered. The UK University with 10,000 students did not have a plan to ensure the delivery of programs through eLearning. The competition to enroll students was high so cost savings and an improved student experience were needed.
Solution: Research, design and development of a five-year strategic plan for eLearning. A technology solution was developed to integrate a Learning Management System with webinar tools and administration functions.
Benefits: The online ROI was 3 years with delivery savings of 1/3 thereafter. 30% of existing courses were targets for online conversion and 25% of new courses. Results showed 25% increased student satisfaction.
Project Leader: Tom Barker
Problem: After a reorganization of the bank, the Technology and Services function needed simplifying.
Solution: Creation of a Global Operations Structure and heading up the HR for the creation of the bank’s Operation function from back office and change management functions.
Benefits: Reduction in the number of groups by 50%. A simplified Operations structure with fully staffed roles. Clear RACI and Roles Profiles approved by REMCOM. Management of a 20% role reduction (15,000 staff).Transformation program to deliver the new culture and an integrated department focused on business delivery.
Project Leader: Paul Allen
Problem: Change Management applications challenge. Operating Companies (Opcos) were based in different countries, each running their own local applications subject to the limitations of email and manual processes.
Solution: An Enterprise Service Bus (ESB) was created to provide an eBonding solution with automatic communication between the local Opco applications and their disparate technologies.
Benefits: Significant cost efficiencies delivered across the Opcos, enhanced quality control and communications. Underlying technologies were managed transparently by the ESB, with an architecture designed for future enhancement and expansion.
Project Leader: Scott Basham