- Accenture with Oxfam India
Merging six Oxfam affiliates to create a single Oxfam India capable of managing $20m of programmes was the challenge accepted and met by Accenture Development Partnerships - an international development arm of the consulting firm that allows its consultants to volunteer, on half pay, for work with charities and NGOs.
CHANGE MANAGEMENT IN THE PRIVATE SECTOR
- PA Consulting Group with LCH.Clearnet
Its image battered by the failure of a post-merger IT integration programme, City of London financial clearing house LCH.Clearnet found in PA Consulting a partner able to help restore its reputation. The pair enjoyed two years of successful projects, including management of the biggest-ever default, following the collapse of Lehman Brothers last September.
CHANGE MANAGEMENT IN THE PUBLIC SECTOR
- HCL Axon with Birmingham City Council
With a budget of £3bn per year, Birmingham's city council is Europe's largest - but its back-office functions couldn't provide accurate financial information. HCL Axon delivered a two-year corporate services transformation project that will realise £860m savings over 10 years (£355m is already in the bank) and meet the government's Gershon objectives.
- KPMG with Hounslow Council
Through a dramatic 15-month cost-improvement programme, KPMG helped Hounslow Council become both leaner and stronger, saving £53m over three years. It allowed Hounslow to freeze its council tax while generating a cash surplus that will be invested in roads, new leisure facilities and essential school buildings.
- Deloitte with Cancer Research
Cancer Research UK was investing more than £300m per annum to find new ways to prevent, diagnose and treat cancer, but its scientists warned that by 2011 it would need £500m. Through a five-year supporter relationship management programme, Deloitte helped the charity to create deeper, more regular contacts with donors and realise a potential extra £100m over the next 10 years.
- IBM with Natural England
Many organisations are trying to reduce their environmental impact, but IBM has given Natural England's efforts focus and rigour with a set of tools and techniques that measure, model, analyse and track the carbon footprint of its activities. The organisation aims now to reduce its footprint by 50% by 2010, having already achieved a 20% cut in just one year.
- Navigant Consulting with Climate Change Capital
Few investors will fund green technology that cannot prove commercial viability. Navigant worked with German solar cell manufacturer Sulfurcell to make its thin-film cells a compelling proposition for Climate Change Capital Private Equity, which subsequently invested EUR85m in the company, the biggest clean-tech growth capital fund investment of the year.
- Tribal with Cardiff Council
Cardiff Council wanted a more efficient, modern alternative to its paper-based recruitment processes. Tribal developed an end-to-end recruitment solution that saved the council almost £400,000 in its first year, increased job applications by 10%, made it easier for people from all sections of the community to apply, and halved the lead time for recruiting staff, to boot.
- Atos Consulting with DFID Nigeria
Following years of military rule, Nigeria's public services were poor or non-existent. Working to a brief from the UK's Department for International Development, Atos collaborated with 5,000 Nigerian public servants to rebuild the essential services, from reducing hospital waiting times to introducing confidentiality arrangements in police stations.
OPERATIONAL PERFORMANCE IN THE PRIVATE SECTOR
- IBM UK with Ecotricity
As interest in renewable energy mushroomed, green utility Ecotricity struggled to keep up with customer demand. IBM successfully re-engineered Ecotricity's processes and implemented an advanced customer service and billing system in just seven months, enabling the company to add 1,000 customers a month and improve retention rates dramatically.
- Turner & Townsend with Sainsbury's
Sainsbury's store development team had ambitious plans for more new stores, more extensions and more refurbishments. With Turner & Townsend's help, Sainsbury's was able to do more ... for less. Over six months, T&T was able to shave 20% off the capital programme through better buying, store design and process efficiencies.
OPERATIONAL PERFORMANCE IN THE PUBLIC SECTOR
- Mouchel with North East Lincolnshire Council
Ofsted had found North East Lincolnshire Council's secondary schools to be 'fragile and inadequate', attendance was 'poor' and educational attainment 'very poor'. Following a strategic partnership with Mouchel, the number of pupils attaining A* to C grades at GCSE rose by 18%, exclusion rates were reduced by 43% and no schools were left in special measures.
- Xantus Consulting with the Highways Agency
To help the Highways Agency achieve its objectives of safer roads, more reliable journeys and better-informed travellers, Xantus helped the agency's Information Directorate to review, refocus and restructure its ICT services, saving the agency £4m a year by outsourcing its entire ICT services to a single provider, transferring across 60 civil servants and 100 contract staff.
- TATA Consultancy Services with Thames Water
To meet regulations for its clean-water network, Thames Water needed a single repository for all its geo-referenced asset data. In just 10 months, Tata consolidated 23 different applications and databases from multiple vendors to create a GIS platform able to manage one of the most complex metropolitan and urban water networks in the world.
- Deloitte with Transport for London
In just 20 weeks, Deloitte moved the online and telephone channels for Transport for London's Oyster system to a scaleable, secure platform, enabling TfL to support the launch of Barclaycard's OnePulse - a combined Visa, cash and Oyster card. The project has also reduced the time to market for other TfL initiatives, such as the award-winning iTunes promotion.
- Atos Consulting with National Express East Coast
GNER was reliant on a single retailer, Trainline.com, for its online ticket sales. Atos helped GNER, and franchise successor National Express East Coast, to create a directly owned sales channel - an industry first - that has increased online revenue by 30% while reducing admin costs by giving customers the ability to change tickets and seek refunds online.