We were well advanced with a complex, multi-dimensional transformation programme when we questioned whether what we were doing would actually deliver the strategy and new capability vital to our success.

After concluding that our reservations were well founded, my team and I worked with Alison to clarify strategic outcomes and define the future operating model. This was a vital piece of work to identify the future capabilities and organisational implications. Using that as the blueprint we supported the business and project teams in re-setting the programme and aligning business change & readiness. She helped people a lot in identifying precise areas of concern, developing recovery strategies and identifying organisation design gaps. The work brought everything together through a collaborative assurance exercise, threading together strategy, operating model and programme activity, keeping a laser focus on customer and client value.

We had a legacy of manual processes and operational challenges that were impacting the customer experience and putting pressure on our people. We knew we needed to introduce consistent, automated processes as well as develop digital tools and practices that would help us move into our next phase of evolution and growth.

In Pinfold we found a company with a similar outlook and approach to ours. They stood alongside us, helping to shape future capability and then rolling their sleeves up, working with us through process, technical and cultural change. They provided insight and practical advice on how we should transform our operating model to meet our organisation and digital goals.

The Gershon Report into public services recommended strategies to reduce expenditure, increase efficiency and provide citizens with better access to services. Alison helped us shape our operating and customer service strategies, then develop an operating model, defining the key changes needed and informing the transformation programme.

It was a complex landscape involving directorates across the city council; this work helped to simplify the big picture and bring together the different stakeholders and workstreams.

We retained Pinfold to help us with our European strategy and proposition development in five key areas – sales, customer service, customer contact, culture and capability. They helped us take a fresh look at our propositions, bringing insightful research and a range of valuable tools and methods.

They went on to define the future operating model and then partnered with our key European leaders to work on planning and positioning.

They worked collaboratively with our people, bringing discrete challenge and apt support, helping us through this complex and challenging period of change and ensuring focus on strategic outcomes.

With the increasing challenges to our island’s sugar industry, economic diversity and transformation was vital to our country. In response to this situation, our team developed a National Adaptation Strategy, which we then shared with Pinfold.

They were very helpful in bridging the gap between central government’s strategic objectives and the challenges of working with local farms, markets and various groups representing different interests.

Our engagement with Pinfold concluded with key recommendations that were fed into the agricultural programme, which continues to underpin the on-going development of our country.