| | Example projectsThese projects include some completed by members of the senior team before they joined Peter Day Consulting For examples of our services click here If you would like further information about our services, please call, or e-mail enquiries@peterday.com |
Change Management (UK & Germany - 2003-2004) |
| | The Customer |  T-Mobile is one of the World’s leading mobile telecom operators with operations across Europe and the US | | The challenge | A number of T-Mobile wholly owned and partly owned subsidiary country companies were now working together with a T-Mobile International Division to maximise the benefits of scale. However, as the organisation was so new, revised methods of working needed to be established to integrate the plans and methods of working successfully to maximise the synergies. | | The solution | Working with the Chief Marketing Officer and senior marketing staff on a major change management programme which involved their annual proposition planning cycle and their product launch processes. This involved working with the International division plus a number of country organisations. Because of the successful relationships we had established with the various stakeholders we were also involved in working on the reorganisation of the International Marketing organisation. | | Where we added value | Our industry experience, plus our common-sense, impartial, professional approach, enabled us to act, and to be rapidly accepted, as an independent party in reconciling the various aspirations and desires of the multiple stakeholders. We looked at best practices and existing working methods to develop a new common approach that would deliver the desired benefits and be acceptable to the stakeholder groups. | »Back to top
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Project & Portfolio management (Kuwait - 2003) |
| | The Customer | 
Wataniya Telecom is a highly successful mobile operator based in Kuwait, with operations also in Tunisia. | | The challenge | A relatively new company, that has grown very fast, with a very enthusiastic and bright team. Multiple projects were being tackled simultaneously, but although good project management techniques were being used in parts of the business, but there was no commonly agreed approach, and no overview to help senior management deal with conflicting priorities. | | The solution | Working with the CEO and management Board of this mobile operator we established common project management processes across the company and helped define the business priorities. The project included devising a project management methodology suitable to the maturity and culture of the company, based partly upon Prince2 methods, but also taking into account best in class approaches. The project included training over 70 staff in project management techniques, implementing the new processes, and establishing a Program management Office (PMO). The project also included running the PMO and helping to recruit the permanent PMO head. In addition, we helped shortlist potential software solutions to assist the monitoring and control of projects and then select a suitable supplier. | | Where we added value | Our industry experience, vast experience of the telecoms industry and its challenges, plus common-sense, professional approach, enabled us to rapidly establish a rapport with staff at all levels and to develop a pragmatic, uncomplicated solution that will hopefully stand the test of time. Our knowledge of computer approaches to project management, plus our impartiality enabled us to provide independent advice on software selection. | »Back to top Project & Launch Management (Netherlands & Sweden - 2001, and 2002) |
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| The Customer |  ACN, the European subsidiary of a US based customer marketing company operating in a number of European countries. | | The Challenge | Successfully trading already in re-selling fixed line airtime, internet services and electricity, the company was considering re-selling mobile airtime to its existing customer base and expanding into new geographies. The client wanted advice on building a business case for the new business to assess profitability and set-up costs, together with a detailed implementation plan and timeline for building the new business. | | The Solution | Using our deep industry knowledge and experience we helped build a business case for each geography and prioritised the attractiveness of each potential market. We developed with the client team a detailed implementation plan and timeline, highlighting key resources required, major investments, and the critical path items for a successful implementation. We project-managed the launch in a very hands-on manner, pulling together a number of vendors and suppliers who were critical to the success of the business. | | Where We Added Value | The client was new to mobile telecommunications and had very few staff with any direct experience in this field. We brought deep industry knowledge, project management and planning skills, plus the practical ‘know-how’ of the key building blocks for such a new business. This was based on the collective experience within Peter Day Consulting of around 20 telco launches World-wide over the past few years. | »Back to top
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New Business Launch (World-wide - 2000-2001) |
| | The project | Working with the CEO and management Board of a subsidiary of a major European mobile operator on the business case and launch plans to operate specialised data services. Peter Day led the global operations in 2000-01, and with his team rolled out the operations across the globe, launching in eight key geographies within 9 months. Launches included North America, South East Asia and Europe. Peter was responsible for all new business development, all project management, and the I.T. operations; heading up a team of well over 200 staff, including all I.T. staff across 3 data centres worldwide. Bill Howard ran the project management office and was responsible for developing new methods of working and training staff. | | The Challenge | In addition to running the operation, criticality of speed to market meant countries were adopting different approaches. The securing of content, local operator network relationships, systems testing, piloting and the lack of an integrated project management process meant functional resources were not fully synchronised or prioritised, causing launch delays and cost over-run. | | The Solution | Using existing country by country documentation, processes and templates, we identified existing 'best practice' and missing content for the 'as is' project cycle. Working closely with the in-country management teams, we developed a revised enterprise-wide project lifetime cycle, extending the scope and detail of activities to include mandatory Go/No Go business reviews at critical mile-stones, and developed extensive new content to include implementation systems testing, implementation pilot, Live Requirements Testing (LRT), handover to in-country management, and a feedback/review process for the ongoing enhancement of the content of the project cycle itself. Working with senior management, we also engaged in the development of a global project management process, integrated with the new in-country cycles, to ensure timely review, escalation and management of interdependencies or priorities. All content was documented and provided in a 'toolbox' as a Knowledge Base. All content was delivered on CD with browser capability, making content accessible and updateable to all. | | Where We Added Value | Because of speed to market requirements and with many countries already nearing launch phase, after first securing agreement to the new project cycle, we designed content in an order that could meet 'real time' needs adding the fastest value to imminent launch countries, with integrated Systems Testing, Pilot and Launch phases being completed first and validated live in real time. The implementation of an enterprise wide project 'life cycle' process with staged reviews, the ability to bring detailed content to the more critical pre-launch phases of systems and process testing, customer trials and mandatory Go/No Go criteria, the provision of detailed, scripted, templates for all test phases, commercial agreements with external vendors, and a top down globally integrated project management process has rapidly added a robustness and rigour to both the quality and timeliness of in-country launches. | »Back to top
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New Business Launch - fixed and wireless telephony |
| | The project | This major company was launching fixed and mobile telephony services nationwide, across a whole continent, in one of the biggest telecommunications launches ever seen. | | The Challenge | One of the Big 5 consultancies had been called in to project manage the launch and to develop all business processes for the operation, working closely with all parts of the company, especially Marketing, Sales, Product development, Customer Service and the I.T. divisions. The consultancy firm required a seasoned project manager and some more experienced staff to lead the process design work, so Peter Day and some other team members took up these key roles – overall project management, and leading the work of the back office and sales process activities. | | The Solution | Because of our very wide expertise in launching telecoms companies around the World – FAST, we were able to quickly identify the key steps required for a successful launch of the business, and to identify key resources required. The critical path items were quickly established and new data and impetus was provided to the company’s management team to enable them to better focus on these items. Using industry best practice plus our business start-up experience, we developed a first draft of all key business processes for integration with the chosen I.T. systems such as billing and CRM. | | Where We Added Value | The client had a very large number of staff, but very few had relevant telco start-up experience. We were able to assist them by identifying the really critical items, versus the ‘nice-to-have’ issues, that could distract the teams during the hectic launch phase of this major new business. We developed a detailed launch plan and co-ordinated launch activities, which, until then, had been a diverse set of activities by department, rather than a co-ordinated effort. Having developed business processes for so many companies previously, and knowing best practice in the industry, helped us quickly develop first drafts of all key business processes for refinement based on local conditions, local management’s requirements and the I.T. systems that had already been selected. This enabled rapid development of the processes and provided essential inputs for the I.T. systems development activities. |
| | The project | UK educational organization, one of the leading examining and awarding bodies in the world. Provides a wide range of qualifications including GCSE's, GCE AS and A levels. | | The Challenge | Low customer satisfaction, brand disrepute, no defined processes. Criticism by Government inspectors of poor standards. | | The Solution | Bill Howard worked on this project and problem definition led to 3 distinct activity streams to better manage customer contact and query resolution: A requirement for a CRM system to support front line ability to resolve issues at the first point of contact. To manage problem tracking and resolution through the different divisions within the organization Business processes re-design around both the capabilities of a new system and supporting organisational changes
A CRM vendor was and introduced within a 10 week time span in readiness for the next examination season. A major training programme was implemented, covering new processes and systems with over 500 staff trained in a four week period. The approach led to major rethink of the way customers are managed within the organisation, gave greater transparency of customer contact reasons and allowed the client to focus on a call / contact avoidance strategy. | | Where We Added Value: | Defining the business requirements for the CRM system, managing its development & implementation, designing and managing system testing, designing and implementing training for 500 users, designing and implementing required new processes. Conducted user awareness and problem solving workshops and defining the operational and management reporting outputs. Establishing system support and maintenance policies & processes and worked with I.T. . to ensure the system was embedded and supported on an ongoing basis. Improving performance significantly, then transferring knowledge and skills to in-house management. | »Back to top
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New Products & Services Launch plus System Integration (Western Europe) |
| | The project | European Broadband Operator launching new digital TV. and indirect telephony services amongst other new products. | | Our involvement | Peter Day led the team that launched direct telephony, carrier pre-select, digital TV, broadband Internet and dial up ISP leading the engagement from start to finish, leading a team of over 60 people for over nine months. Working with the CEO of both the country unit and the overall organisation, Peter led the team to meet the client’s aggressive launch deadlines. The project included launch strategy, product launch, and the management of the I.T. system integration delivering a whole new suite of I.T. systems including CRM and billing systems. | »Back to top
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New Mobile Business Launch Management & Business Process design |
| | The project | New foreign subsidiary for major European mobile operator | | Our involvement | Peter Day led the launch of this major new mobile operator in Europe. This engagement encompassed both strategic and IT consulting, with a team in place in excess of 100 people. In this role Peter worked with the client to develop and programme manage the launch plan and met the client’s aggressive launch deadlines. Peter led the development of multi-level business processes and technical specifications and conducted acceptance testing for the key systems. | »Back to top Customer Relationship Management (CRM systems & processes) |
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| | The project | UK Mobile operator | | Our involvement | Peter Day led a major business transformation of a leading UK mobile operator’s customer service operation, including new CRM systems, e-commerce solutions, new business processes and a revised organisation structure. |
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| New Mobile Business launch - following acquisition | | | | The project | New Middle East mobile operator | | Our involvement | Peter Day led a team of 20 consultants to help establish a new mobile operator in based on a previous state-owned business. The team were on the ground for over twelve months. In addition, Peter helped develop the merger & acquisition integration strategy and helped design new products and services. In the first 6 months of operation the company doubled its number of subscribers, introduced substantial new products and services, changed its billing system, recruited over 650 new employees, was the biggest privatisation programme the country had seen, achieved the highest capitalisation on the stock exchange, and completed a move to new office accommodation. All aspects of launch were covered in this project. The I.T. stream included changing the billing system, a data warehouse project, and new CRM and churn prediction systems. |
| | The project | Business improvement review for an established Middle East operator | | Our involvement | For an existing mobile operator, Peter Day led the team undertaking a complete review of the operations and recommending new strategies to follow in the face of increasing competition. The benefits highlighted were anticipated to improve business profitability by more than 15% within one year. A major part of the project was customer segmentation, segment needs analysis, client capability assessment, and determining the best acquisition & retention strategies. An article in the press one year after the project, cited the project as the ‘turning point’ for the company’s success, achieving 1st place in market share and also achieving significant cost reductions |
»Back to top New Business Launch Management & Business Process design (Central Europe) |
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| | The project | Launching new Eastern European mobile operator | | Our involvement | Peter Day led a mobile start-up operation for a major European operator, establishing a new business in Eastern Europe, temporarily taking control as Chief Operating Officer. He managed pre-launch and launch until a suitable COO could be found. The project team concentrated on project management for the whole business start up, and business process design, especially for the sales, customer care and finance departments. Key responsibilities included advice and coaching to the directors of the company, helping with many key decisions, organisation design, job profiles, business process design and training. Peter designed the call centre operation, helped recruit the staff, developed operational procedures, and trained the staff personally. |
»Back to top New Mobile Business Launch Management & Business Process design |
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| | The project | Launching new Eastern European mobile operator | | Our involvement | Peter Day led the wireless specific areas of organisational design and set-up for this new operator, achieving a commercial launch within the target six months timescale. Peter was the senior wireless expert for the duration of the project. His particular focus was the customer service, call centres, marketing, sales, and logistics departments. Responsibilities included advice and coaching to local management, organisational design and implementation, business process design and implementation, staff hiring and training, and the establishment of key performance measures and reporting systems. |
»Back to top New Business Launch Management & Business Process design (Netherlands) |
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| | The project | Establishing a new service provider business in Europe for a major UK Mobile operator | | Our involvement | Peter Day led the in country team on the ground for this launch. His particular focus was the customer service, call centre, and credit risk departments. Responsibilities included advice and coaching to local management, organisational design and implementation, business process design and implementation, staff hiring and training, and the establishment of key performance measures and reporting systems. | »Back to top
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