SERVICE
Transformation & Change
Large change programs run with discipline, so new ways of working actually stick.
Of transformation milestones delivered on time across recent programs
Average return on program cost by month 18
Typical rise in employee confidence in the change
OVERVIEW
Enterprise transformation design, program leadership and change management for leadership teams taking on multi-year change with real financial targets.
Most transformations do not fail on strategy. They fail in the eighteen months after the announcement, when the initial energy fades, the business still has a quarter to deliver, and nobody can say with confidence whether the program is on track.
We design transformations to survive that period. Every program starts from a financial target and works back to the initiatives, owners and milestones that will deliver it. A small transformation office keeps value visible each week and escalates decisions while they are still cheap to make. Change management focuses on the roles where behavior must change, which is usually a few hundred people rather than the whole company.
We also tell leadership teams what to stop. A program with sixty initiatives usually has twelve that matter. Cutting the rest frees the attention and talent the important ones need.
QUESTIONS WE ANSWER
What clients bring to this practice
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WHAT WE DO
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Transformation design
A program built from a clear financial target, broken into initiatives with owners, milestones and dependencies that leadership can actually manage.
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Transformation office
A small central team that tracks value, clears blockers and runs the weekly cadence, staffed with your people and ours at first.
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Program health checks
An independent four-week review of a program in flight, with a frank view on what is working and what to change.
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Change and communications
Change plans built around the forty or fifty roles where behavior has to shift, not generic campaigns aimed at everyone.
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Leadership alignment
Structured work with the executive team on decision rights, trade-offs and how they will hold each other to account.
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Capability building
Practical training for the managers who will lead the change, delivered on live initiatives rather than in classrooms.
INDUSTRIES
Where this practice works most often
How is this different from project management?
Project management keeps tasks on schedule. A transformation office tracks value against the P&L and forces decisions when initiatives stall.
How many people do you put on a program?
Usually fewer than clients expect. We would rather staff a small senior team and build your capability than run the program for you.
How long before results show up?
The first financial results typically appear within two quarters. A full transformation usually runs two to three years.
Can you take over a program that is already struggling?
Yes. A health check is often the starting point, followed by a reset of the plan, the governance and sometimes the scope.
Webinar: scenario planning for the 2027 board calendar
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Event
Elena Marsh and Priya Raman
A one-hour online briefing for directors and executives on building scenarios, triggers and prepared moves into the board's regular cycle.
Scenario planning that boards will actually use
scenario-planning-for-boards
Article
Elena Marsh and Thomas Reid
Most board scenario exercises produce a thick report and no decisions. A lighter approach, tied to triggers and pre-agreed moves, makes them useful.
Making cost savings last: a breakfast roundtable for CFOs
making-cost-savings-last-roundtable
Event
David Okafor and Hannah Cole
A closed-door breakfast in London for finance leaders planning their next cost program, built on the findings of The CFO Cost Agenda 2026.
Operations AI Benchmark 2026: from pilots to the P&L
operations-ai-benchmark-2026
Report
Marcus Lindqvist and Priya Raman
How 286 operations leaders are using AI in maintenance, planning and quality, how much of it reaches production, and what the companies seeing returns do differently.
Zero-based organization design, done properly
zero-based-organization-design
Article
Hannah Cole
Designing an organization from a blank page sounds radical. Done well, it is the most practical way to remove layers and duplication without starting a political war.
The first 100 days after a merger
first-100-days-after-a-merger
Article
Lukas Brenner and Amara Nwosu
The first hundred days after closing set the pace for everything that follows. What to settle before day one, what to do quickly, and what to leave alone.
The CFO Cost Agenda 2026: why savings fade and what keeps them
cfo-cost-agenda-2026
Report
Thomas Reid and David Okafor
A survey of 412 chief financial officers on cost programs, how much of the savings survive, and the practices that separate durable results from temporary ones.
Making AI pay back in operations, not in pilots
making-ai-pay-back-in-operations
Article
Marcus Lindqvist and Kenji Watanabe
Most operations AI never leaves the pilot stage. The few use cases that pay back share a set of traits that have little to do with the model itself.
Pricing power after the inflation years
pricing-power-after-inflation
Article
Elena Marsh and Priya Raman
Companies raised prices faster than costs between 2021 and 2024. Customers remember. How to set prices now that the cover of general inflation is gone.
Why cost programs fail in year two
why-cost-programs-fail-in-year-two
Article
David Okafor and Thomas Reid
Most cost programs hit their first-year targets. The savings disappear in the second year, for reasons that are predictable and largely avoidable.