Temporary operations transformation management

We take accountability for a defined operations change for a fixed term: a new dispatch model, a warehouse transfer, a provider consolidation or a restructured delivery arm. The plan, the budget and the measures are the ones your board approved, and the term ends with a handover to the people who run it.

• A transformation charter: scope, objectives, budget, term, decision rights and measures, approved by the board.
• A workplan with milestones, dependencies, owners and weekly status.
• A benefits tracker linking each action to the cost or revenue line it is meant to move.
• A fortnightly steering note to the chairman or chief executive, with the decisions needed.
• A handover pack at the end of the term: procedures, open items and the named successors.

• The board reads milestones met against the approved plan, week by week.
• Spend is set beside the approved transformation budget.
• Benefits are measured in the ledger against the benefits case.
• Procedures pass to named successors.
• The days from term end to a self-run operation show how complete the handover was.

Transformations stall in the gap between a decision and delivery. The managers who would lead them are running the current operation. The change is delegated to a committee, progress is reported by feeling, and the cost keeps running while the benefits slip to the next quarter.

• The board approved a change a year ago and little has moved.
• The person leading it is also running the daily operation.
• Progress is reported as percentage complete, with no tie to cost or benefit.
• Several workstreams depend on each other and nobody owns the order.
• The benefits case has not been looked at since approval.

Chairmen and chief executives who have approved an operations change and see that internal managers are already full: a group moving to a new fulfilment model, closing a site, consolidating providers or restructuring a delivery arm.

Qasim Abbas has brought more than 20 companies across several countries onto one set of numbers, so he judges a transformation by what it does to cost and cash. Your programme reports both from the first week.

We work inside your existing systems and teams. We answer for one plan across every provider the group approves. See how fees work.

How long is a typical term?

The term follows the change. It is fixed in the charter the board approves.

What if the change meets resistance inside the group?

We report blocked actions to the steering note so the board can act on them.

Describe the change the board has approved and what has stopped it, at a private briefing. We draft the charter with you in that first conversation: scope, objectives, term, decision rights and measures.