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eNabler Case Studies
Since eNabler started trading in 1997 we have completed some 500
projects and assignments for some 25 major clients across a
range of industries. Our proposals have ranged in size from as
little as 5 mandays support to the provision of full time programme and project management
resource for up to 36 months.
The following 10 examples describes the types of projects and
assignments that we have undertaken in.
 | Programme Management |
| Project Management |
| interim Operations Management |
Programme Management:
| Example 1: |
Utilities Industry |
| Start
Position: |
| The client faced a major restructuring and reorganisation of its customer
relations business to improve service performance and contain operating costs. |
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| What we
did: |
| Verified the client's business strategy |
| Developed a three year benefits driven, release based change programme
with early benefits realisation |
| Provided programme management support throughout and provided project
managers and business analysts across the programme whenever internal supply was unable to
provide |
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| The
outcome: |
| Improved consistency of service |
| Consolidated operations from 14 sites to 3 |
| New organisation structure implemented |
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| Example 2: |
Finance Industry |
| Start
Position: |
| The client wished to consider the strategic possibilities offered by the
coming implementation of the single currency. There were many views held by the Board
ranging from the aggressively supportive to the aggressively hostile |
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| What we
did: |
| Conducted a creative, enjoyable series of strategic workshops with the
board to engage and enthuse them all |
| Developed a set of strategic development options |
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| The
outcome: |
| The client added these options to their portfolio of change for
consideration in a prioritisation exercise alongside their other acquisitive change
ambitions |
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| Example 3: |
Utilities Industry |
| Start
Position: |
| The client wished to develop a new set of customer propositions to offer
enhanced metering and billing services to other utilities companies |
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| What we
did: |
| Developed and conducted a series of development workshops with
appropriate management across the client organisation |
| Developed a high level business model and operating model which would
enable the client to seek opportunities in their target market and enable them to
operationally deliver if a service was requested |
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| The
outcome: |
| Although the approach was broadly welcomed by the client organisation,
the client was forced to put the initiative on hold due to higher priority industry
related issues |
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| Example 4: |
IT Industry |
| Start
Position: |
| The client wished to move their IT products and services offering onto a
wider business change footing. |
| They wished to develop some of their IT business development consultants
into business change consultants who would begin to engage their clients' senior business
management to offer Business Change Programmes, without losing sight of their traditional
clients' IT management. |
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| What we
did: |
| Developed and delivered a range of one day seminars to the consultants to
provide them with a range of new techniques to engage senior business management |
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| The
outcome: |
| Most of the consultants attended a seminar and as a result began to
successfully engage in a new line of business development in business change. |
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Project Management:
| Example 5: |
Finance Industry |
| Start
Position: |
| The client wished to outsource the high volume transaction and
administration processing of a number of legacy products and services. |
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| What we
did: |
| Provided project managers to manage the smooth transition of such
services. |
| The work involved identifying the right future provider of the service,
migration of the work without customer service interruption and closure of redundant
internal operations |
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| The
outcome: |
| The client was able to focus on the development of new operations support
for new strategic products and services |
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| Example 6: |
Finance Industry |
| Start
Position: |
| The banking client had acquired a former building society and wished to
launch the latter's combined savings and borrowings product to its customer base |
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| What we
did: |
| Provided a project manager to prepare the clients operations for the
acceptance of new servicing functions to support the new product |
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| The
outcome: |
| Project still ongoing |
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| Example 7: |
Utilities Industry |
| Start
Position: |
| The client wished to improve the efficiency of its operations to provide
more cost effective delivery of site visits to client premises covering sales advice and
guidance visits and service upgrade or maintenance visits |
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| What we
did: |
| Provided a project manager to develop a revised detailed operational
design to combine existing traditional roles and gain organisational buy in and
sponsorship to implement the solution |
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| The
outcome: |
| The design has been accepted and we are now managing the implementation |
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| Example 8: |
Pharmaceuticals Industry |
| Start
Position: |
| The client provides a wide range of training to the pharmaceuticals
industry. For certain disciplines they sub contracted appropriate specialists. One of
these areas was project management and the client needed a new specialist to help them run
an ongoing schedule of public training events. |
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| What we
did: |
| Provided an experienced project management instructor who redeveloped the
existing project management course to incorporate a drug development case study |
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| The
outcome: |
| The client now uses eNabler as their sole provider of project management
training. In addition to running their public schedule we are also engaged from time to
time in running bespoke on site events for individual pharmaceuticals companies |
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interim Operations Management:
| Example 9: |
Finance Industry |
| Start
Position: |
| Following the much publicised alleged 'pensions miss-selling' saga across
the whole industry, the client wished to be one of the first pension providers to
finish their review. They had recruited a department of some 200 people to conduct the
necessary work and required some interim management assistance. |
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| What we
did: |
| Provided an interim Production Manager who : |
| Designed and implemented a daily routine production management system |
| Designed and implemented a quality management system |
| Managed the throughput of the department for a period of 12 months |
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| The
outcome: |
| The client completed 80% of the total work required in the first 12
months and as a result was placed in the top 10 of pensions reviews according to published
FSA tables. |
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| Example 10: |
Utilities Industry |
| Start
Position: |
| Due to management resourcing difficulties the client was facing a
potentially damaging period of poor contact centre performance when they carried out their
next major billing exercise. |
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| What we
did: |
| Provided a 'hit squad' consisting of 3 experienced consultants who: |
| designed and implemented enhanced management processes into the contact
centre |
| supported the management of the contact centre through the peak
processing period |
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| The
outcome: |
| The much feared period of poor performance was avoided |
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eNabler
St Katherines
51 Church Walks
Llandudno
Conwy
LL30 2HL
enabler.co.uk
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