FTSE 250 ICT Business: Soft revenue growth put severe pressure on functional operating budgets and headcount

Task: Siloed approach to budgeting meant little cross-functional coordination or goals alignment. Devise a new collaborative approach to process and programme delivery to generate desired outcomes within a cost constrained envelope

Actions: Prioritising procurement and HR, led a multi-functional project team to deliver an activity breakdown focused on key interactions, tasks and skill sets across both functions; identified, prioritised and eliminated process and system weaknesses in combination with a revised modus operandi; engaged business wide teams to deliver

Results: Removed the hidden cost of cross functional inertia c. 10% of annual operating budget enabling delivery of planned programmes with minimal impact on headcount