So the issue we had to resolve evolved a private sector

Video Business Case presented by Mark Cotter; Partner EY.

So the issue we had to resolve evolved a private sector organization who operate in the maritime safety industry so they are a well established private company and provide global services to a number of different organization. they the particular issue arose due to a point of inflection that they arrived at as an organization so historically over the last 30 to 40 years they established a range of services which were well known and well trusted and well regarded by the organization they interacted with as a company they were very satisfied with their financial performance they had a very strong reputation and brand in the market what they had realized a number of years ago was that they couldn’t remain static as a company and they needed to change the way they deliver that particular service to their clients so the rate of change outside of their industry insular competitors was accelerating far beyond their own internal rate of change so at the risk of standing still they realized they had to transform their organization so they undertook this and began this transformation about three years prior to I guess us getting involved and the issue arose they had probably three different points of inflection where they effectively had to stop that transformation which was occurring and restarted and this was causing a number of concerns to the broad and to the company itself so there was financial concerns there was regulatory concerns there was reputation risk at stake and also there was the sustainability of the services as it impacted Maritime Safety so through this process they realized that the structure they had in place that time was not going to allow them to successfully deliver this transformation so they engaged us at that point in time to do a health check and review of what had occurred today and give an independent perspective on whether that transformation was actually going to be successful and provide a set of recommendations around what changes they should make and what options they should consider regarding affecting or impacting that transformation within the organization so the company size was probably what we describe as a small to medium sized organization so maybe 40 to 50 employees strong their board was and is consisted of a number of large enterprise type organization and the reason they engaged us as a firm was to come in and provide that intermediary layer between the organization itself who were delivering the transformation pretty much in house and themselves as independent board members to gave them a view of the success likely success on of that transformation occurring so a bit more background and context around the transformation was it had a number of different elements to it one was organizational two was cultural and three was technical or technology-based so the company itself as I said earlier was primarily in maritime safety but in essence they were also delivering a technology service to their clients

The issues was primarily caused by the organization itself not having and independent perspective on the likely success are indeed the path to success to effect a transformation it also had little independent oversight over how it could have actually transformed or changed that transformation through these various inflection points that it went through there was also a degree of organizational capability which was missing and identified but hadn’t been independently verified through the previous two to three years pass so the company itself continued to provide the services in parallel with changing and transform himself internally so one of the significant issues that we identified was that there was no burning platform or desire to change because it was operating quite successfully in his traditional way the same people that were providing that traditional Swedish services were also trying to effect a transformation so there was no actual completion date or reason to ever successfully complete a transformation because the company was actually operating very successfully true delivering its on going suite of services to its clients the some of the other causes that we identified through I guess that initial review we did of the company was that the approach to addressing the issues that encountered historically was to bring in in-house some additional capability in the same areas so they continued to feel like exasperate some of the issues through bringing in similar capability and similar services and from without ever separating and bringing in a new perspective our new approach so the issues if you like were continuous they weren’t evolving they weren’t being addressed or identified and no root cause analysis are indeed kind of path forward was being identified by the organization through that that analysis so the board were quite concerned that he couldn’t see the end to this transformation or project they were continuing to be successful but they were recognizing that they were being outpaced potentially by some of their competitors and they also identify that there was a lack of innovation our strategy that was being put in place by the company the reputational risk and commercial risk was increasing on a monthly basis and hence they involved us as an organization to come in and do that independent review and then identify what some of those different options to proceed were for them moving forward