CASE STUDY        Potenture 

Engineering and Technology Leader

Project Details

Focus

Strategy & Cultural Transformation

 Potenture 
CASE STUDY

Engineering and Technology Leader

 Potenture 
CASE STUDY

Engineering and Technology Leader

Project Details

Focus: Strategy & Cultural Transformation
Overview
The local division of a Global leader in engineering and technology was increasingly challenged by a lack of growth with its pipeline of projects looking increasingly vulnerable. People were starting to question if they had a future and were starting to leave. 
Overview
The local division of a Global leader in engineering and technology was increasingly challenged by a lack of growth with its pipeline of projects looking increasingly vulnerable. People were starting to question if they had a future and were starting to leave. 
Approach
Potenture facilitated a range of workshops with the leadership, engineering, technology and administrative teams to gain their perspective on their current strategy. Follow up meetings were then held with a number of key client representatives to gain an understanding of how the organisation was currently positioned. Potenture also talked with leaders from key divisions in the Global partner. A number of actions were then taken over the next six months, including:​

  • Refocussing of the local divisions strategy to align with Global strategy.​

  • Building of a Global leadership for the Australian division based in a local technology innovation inclusive of a restructure of financing for the local division to provide funding support for new business development initiatives. ​

  • Redesign of organisational structure and ways of working to bring in new business development talent and enable diversification in number of global business lines represented locally.​

  • Group and individual coaching to uplift the Executive team focus and performance. ​

  • Professional input into talent attraction and selection strategy to bring important new skills and behaviours.​

  • Redesign of project delivery and corporate services teams to establish new practices and ways of working.
Approach
Potenture facilitated a range of workshops with the leadership, engineering, technology and administrative teams to gain their perspective on their current strategy. Follow up meetings were then held with a number of key client representatives to gain an understanding of how the organisation was currently positioned. Potenture also talked with leaders from key divisions in the Global partner. A number of actions were then taken over the next six months, including:​

  • Refocussing of the local divisions strategy to align with Global strategy.​
  • Building of a Global leadership for the Australian division based in a local technology innovation inclusive of a restructure of financing for the local division to provide funding support for new business development initiatives. ​
  • Redesign of organisational structure and ways of working to bring in new business development talent and enable diversification in number of global business lines represented locally.​
  • Group and individual coaching to uplift the Executive team focus and performance. ​
  • Professional input into talent attraction and selection strategy to bring important new skills and behaviours.​
  • Redesign of project delivery and corporate services teams to establish new practices and ways of working.
Results
The workshops and meetings with Executives, Global leadership, key clients and team all revealed a way of working and thinking in the local division that was reactionary but with strengths around the high levels of engagement, quality and commitment to client outcomes. It was also revealed that relationships between the local division and Global partner were strained due to some past issues that hadn’t been repaired. ​

To build trust between the Global partner and Australian division, there was a need to reestablish trust. To achieve this Potenture articulated the strengths and innovation opportunities that were present in the Australian team and market along with establishing the planning and implementation skills and discipline required to realise. ​Potenture's approach also addressed the need to rapidly mature culture and behaviours within the Australian division to:​

  • Build mutual respect and credibility across the Global network​

  • Establish Australia with the business capabilities needed to operate a Global service line at scale​

  • Redesign the Australian operating model to align with the Global operating module​

  • Development of a more inclusive culture and refinement to the employee value proposition to improve attractiveness within Australia and across the Global network​

The Australian division is now leading successfully on a global stage and seen as a innovative part of the Global network. Employee engagement and retention in the Australian division has increased along with market share in it core service lines. Confidence in the future and leadership has increased. 
Results
The workshops and meetings with Executives, Global leadership, key clients and team all revealed a way of working and thinking in the local division that was reactionary but with strengths around the high levels of engagement, quality and commitment to client outcomes. It was also revealed that relationships between the local division and Global partner were strained due to some past issues that hadn’t been repaired. ​

To build trust between the Global partner and Australian division, there was a need to reestablish trust. To achieve this Potenture articulated the strengths and innovation opportunities that were present in the Australian team and market along with establishing the planning and implementation skills and discipline required to realise. ​Potenture's approach also addressed the need to rapidly mature culture and behaviours within the Australian division to:​

  • Build mutual respect and credibility across the Global network​.
  • Establish Australia with the business capabilities needed to operate a Global service line at scale​.
  • Redesign the Australian operating model to align with the Global operating module.​
  • Development of a more inclusive culture and refinement to the employee value proposition to improve attractiveness within Australia and across the Global network​.

The Australian division is now leading successfully on a global stage and seen as a innovative part of the Global network. Employee engagement and retention in the Australian division has increased along with market share in it core service lines. Confidence in the future and leadership has increased. 
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