Abu Dhabi Government

Support the General Secretariat of the Executive Council in the development of and consolidation of the 2008 - 2012 Abu Dhabi Strategic Plan

Qatar Government

Advised on the approach and content of the public sector development programme, as well as providing technical direction.  Assisted with other associated initiatives such as the national vision

AED 10bn Dubai Property and Investment Company

Defined the strategic direction and the key roles and accountabilities, its purpose and how it would deliver its objectives. Outcome included revised organisation structure reflecting the defined processes, key accountabilities, governance and revised performance measurement at both team and personal levels

Governance work

Carried out various assignments which focused on identifying and applying modern governance principles

A UK Government Department

The department is undertaking a major business reform exercise and the critical first step is to get a shared focus on the major areas where the business must excel if it is to achieve its goals – we call these the ‘do wells’.   So: What must I ‘do well’? Which of these are we doing now?, Where is urgent attention required?

The answers to these questions address level 2 in the Fit 4 Business programme.

The main areas for potential reform are in the business processes.  But where should they start to achieve their objectives?  Underpinning the reform programme is a newly defined set of ‘do wells’ bringing a clarity and focus on the areas that will make it a difference to the success of this initiative.  This understanding has spawned a series of new ideas about organisation and IT.

The ‘do wells’ have permeated the core thinking on this reform programme acting as a route map. for a successful journey.  Without the map this journey could never have finished.

Compaq Global Services

Compaq GS with over 38,000 employees, was at the very start of a worldwide change programme, with a well-formulated strategy and direction. Initially, the strategy was not shared with the senior management and, furthermore, there was a danger of many conflicting implementation initiatives.  In short, a programme had to be put in place to ensure the strategy would be successfully implemented.

The priority was to work with the senior management team to develop a set of business goals and strategy imperatives as the basis for the programme.

In a series of workshops these were formulated and we gained senior management buy-in.  The strategy became communicated and, most importantly, we had a team working together to a common purpose.  We had the foundations for success.

A major Professional Services Firm

This firm was aiming to becoming more professionally managed and, as part of this, needed to implement a new information system.  There was a plethora of existing measures – but the definitions were unclear and they were driving wrong behaviours. Before a reporting system could be built, a better definition of the business processes and accountabilities had to be defined. 

Read what our clients have said about us

“Often when I research and talk to business consultants I am left trying to understand what is really different.  There are only so many ways you can 'cut the cake'.  The real difference is in the people: have they done this before, can you work with them and do you trust them?  You can trust Gerry - he will bring experience, insight and innovation to any project and he brings with him the belief that any problem can be and will be solved.”  (Clive Taylor, SVP International, Gartner)

 Gerry has been working with us for just a few months. His ability to get rapidly to the essentials of our business and simplify things has helped us define the way forward. We covered a tremendous amount of ground in a very short space of time. He has helped me personally understand the holistic nature of improving performance and it's been good fun!” (Ann Nolan, UK Government, DEFRA)

 “The rapid insights and analysis saved us over £1 million in our integration programme.” (Midlands Building Society)

"Working with Gerry has been most valuable for us. The approach he helped us develop has really enabled a tight alignment between our strategic imperatives and our implementation plans. We are now fully focused on measuring progress in areas that will really make a difference to our business."  David Maddocks Director (Wound Care) ConvaTec

“This work had a significant impact on the firm’s performance so that now we are posting record results – a significant  increase in profitability, partners and staff are much clearer about their roles and our expectations: that’s what causes change.” The director of finance: professional services firm