Consultancy: This has been the busiest year. Main work I have delivered in the last year includes:
Mopac (Mayor’s Office for Policing and Crime, London): Leading a bespoke commissioning development programme for the commissioning teams across Mopac through five learning cycles consisting of video based webinars and Q&A, immersive half day workshops and group coaching. April-July 21
LB Newham: I have been working with Royston John and Munira Thobani, through RedQuadrant to lead design and co-deliver a Reciprocal Mentoring Scheme for the borough council in support of its Tackling Racism Inequality and Disproportionality programme. March-September 2021
Somerset CC: I have continued to work with Somerset Senior Leadership Team (with RedQuadrant – Sarah Johnston) – with a few months break at lockdown, we recommenced in the autumn as the team engages with Local Government Reform and the formation of an Integrated Care System, whilst managing the COVID vaccination and recovery programme. I have also been working with RedQuadrant […]
Achieving growth in the digitalised economy
I recently have been in discussion with a technology company offering end-to-end digitalisation to large companies. We made some cogent points about achieving growth in the digitalised economy:
Customer experience will be more important than operations efficiency in delivering sustainable growth (digitalised operations will become commoditised)
The ability to shape experiences with digitalisation will create value – and we can argue that this applies across the value chain – experiences shape behaviours and patterning of collective behaviours
The compelling proposition will come from understanding this and it is an area in which it is still possible to genuinely compete
Having acquired a leading applied design business, they see the ” … benefits of end-to-end innovation offerings that integrate applied design thinking in the fuzzy customer-facing front end, as well as middle office business processes and back office IT applications …”.
In the following chart I offered a dynamic view that can illustrate […]
Stephen has facilitated 100+ Action Learning Sets over 20 years in organisations as varied as: LB Hackney, LB Newham; Nuffield Hospitals; Benefits Agency; Deloitte; Barclays, Barclaycard.
And with Action Learning Associates: Ernst & Young; Chartered Insurance Institute; Nissan UK; Oxford University Press and Lankelly Chase Foundation
CGI (formerly Logica)
The SAP-enabled Water Company Operating Model. With artist Mark Morgan, in 2006 Stephen worked with the Logica Utilities Sector Leadership Team to create a ‘Rich Picture’ of the future water industry operating model – which was used with prospective clients to engage in future scenario conversations.
Several roles: worked with Board and management teams of businesses to take forward ‘One Aon, Client First’ strategy through high engagement with the business; developed Rich Pictures to support strategy; facilitated leadership events for top 70; worked with executives to develop top structure and operating plan for Reinsurance
Achievement: developed trusted relationships with senior managers across the business in supporting them to create a ‘One Aon’ culture out of many recently acquired businesses.
Medical Research Council
Role: change manager for successful SAP HR implementation across 30 sites, shared services centre and 4000 staff
Achievement: using a high participation planning approach, all regions owned and implemented a 100 day transition-into-operations framework which rapidly delivered system, operational and organisationally effective HR performance across sites and shared services.
Role: Stephen led a joint Logica-LloydsTSB team to deliver a time-boxed study into a Target Operating Model, Business Case and Change programme design for Business Banking transformation
Achievement: Delivered on time in 4 months, with high stakeholder engagement and executive commitment which led directly to a £100+m investment and provided the basis for the transformation programme (and template for other major programmes)
SE London Commissioning 5yr Strategy Programme
Role: supporting Clinical Leadership Groups (CLGs) through design, facilitation and writing up workshops, working closely supporting CLG Planning teams (CCG Chief Officers, Commissioning Directors, senior GPs and senior Trust Clinicians); member of programme team supporting development of strategy across 6 CCGs/Boroughs
Key achievement: for Urgent and Emergency Care CLG and Children and Young People CLG developing outputs into service models which form the basis for those strategies going forward