Leading digital and business transformation consultancy.
A leading sports and entertainment provider running a complex portfolio of venues and festivals across Europe needed help maintaining its best-in-class service offering in the face of increasing competition and changing customer needs. We worked together to develop a European customer strategy, developing a rich tapestry of insights into consumer needs from direct consumer research, a detailed market trends analysis and a scan of best practice across sectors. We conducted in-depth interviews with 40 stakeholders across the business and mapped an end-to-end customer journey to showcase current pain points. Our work culminated in a Europe-wide strategic framework which focused on doing the basics brilliantly, creating memories and measuring what matters, supported by 120 recommended improvement opportunities to inform investment and sponsorship decisions.
An NHS acute trust needed significant capital funding to renovate and transform the main acute hospital site. This investment was necessary to increase capacity, support an improved patient experience and optimise patient pathways to deliver a more modern, efficient and higher-quality service. We provided a senior healthcare leader to act as the trust’s director of strategy. We held executive accountability for developing a business case to secure £350m in capital funding to redevelop the hospital and led the development of new clinical models and partnerships to deliver the highest-quality healthcare for the local population.
A leading global investment bank had the vision to spearhead its industry in detecting, deterring and protecting its clients against financial crime. We were asked to lead the design and implementation of the programme, taking a hands-on approach to accelerate outcomes. We aligned the executive leadership team to drive the rapid, strategic decision-making required to deliver such a capability. The key to success was a programme sufficiently robust to deliver to mandatory deadlines with confidence, yet sufficiently agile to rapidly respond to emerging issues that occur during a global implementation. The programme was successfully completed and our client experienced game-changing results across 50 countries. This included a global rollout of the new payment systems with extensive changes to payment and client data platforms (requiring 100+ system releases), validation and remediation of millions of data records, all regulatory commitments met with minimal client impact, and a best-in-class financial crime capability to better enforce anti-money laundering and sanctions policy.
A global consumer healthcare organisation in the early stages of designing its sustainability strategy asked us to support them with finalising and documenting the strategy, implementing an effective programme structure and creating a delivery roadmap to achieve the team’s strategic objectives. We designed the roadmap and programme structure by leading strategy workshops with senior sustainability and strategy leadership, developing strategy templates to clearly articulate the client’s approach, and working with the team to populate these in order to document the strategy. We developed detailed plans to create an overall sustainability strategic roadmap to 2025 and identified the investment needed ahead of gaining leadership approval. We also worked with the team to identify recommendations for future ways of working. The work provided clarity on the key activities and governance needed to implement the strategy, where there will be demand on the business, and the investment and resource required.
A global pharmaceutical organisation had acquired another major pharma biotech in a multi-billion-pound transaction. We were asked to help the commercial and medical organisation to define their new, integrated operating model and quickly transition acquired staff into the new ways of working. We designed the future state organisation and integration roadmap via a series of strategic workshops with global stakeholders and established a robust governance structure across global and local teams. We also set up an assurance process to manage integration readiness across all markets, as well as working closely with local teams to ensure integration readiness across complex functions including HR, finance and regulatory. The commercial and medical organisation integrated successfully as planned. An especially high level of engagement was found in the European regional implementation, with the overall approach setting the best-practice benchmark for other functions to follow.
An English county council wanted to become a leader in 5G to drive more productive outcomes for its people and the wider county. It set up a consortium of partners to promote research, collaboration and the commercial application of 5G within the UK. Gate One drove the initial experimentation phase to scale innovation and manage and evaluate the testbed rollout. The result was successful rollout of the UK’s first testbed, a landmark step for the creation of smart factories in the UK, a potential 2% productivity gains in factories which, extrapolated to a national level, will be hugely beneficial for UK manufacturing. Following this work, we are now an adviser on the Digital Catapult UK5G working group.