Operating model

Organisational agility is a company-wide way of working shown to drive top-tier financial performance. It requires centring on customers, speeding up time to value, designing for simplicity, building to evolve and empowering people.

A large water utility evaluates their approach to managing physical network records.

We worked with the University to identify where it could invest to support its researchers with better processes and IT services.

As companies race to build digital businesses, they’re purchasing more public-cloud equipment than ever. Beyond cost and capabilities, however, it’s challenging for organisations to robustly compare technology and understand if they’re overpaying for it. We used our Perfect Cost Grid methodology to help a multinational tech firm identify key levers it could use to drive supplier negotiations and achieve significant cost savings for years to come.

ENSO wants to find a way to solve the environmental impact stemming from tyre use. To bring this idea to life, they needed help defining their business model. This included understanding how a leasing model – where drivers lease tyres-as-a-service and pay according to miles covered – would work.

We’ve helped the Department for Environment, Food & Rural Affairs (Defra) design the Office of Environmental Protection (OEP) from scratch. It will take over from EU regulators from 2021. We worked with civil servants and outside stakeholders to clarify big questions, like the watchdog’s purpose.

With our help, the UK is set to enhance its strategic status in the global spaceflight market. The new regulatory model aims to protect the public, safeguard the environment and maintain the UK’s reputation for safety.

Innovation is core to Network Rail’s business. Our experts in innovation, growth strategy, organisational agility and transport worked with Network Rail R&D to launch the Accelerated Innovation Programme. The Programme provides a practical process for turning ideas into workable solutions, capable of testing novel ideas and capturing tangible benefits, in as little as 12 weeks.

We created a global business services organisation for Unilever's 175,000 employees.

UK justice is the envy of the rest of the world. But the service the public and professionals experience in bringing it about can be slow and frustrating. Processes are often unwieldy and staff hamstrung by systems and procedures. Court buildings are often out-dated and IT has fallen behind the revolution that’s taken place in wider society.