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Insight | Assessment tools for global clients
Focus Area: Insight - How we use assessment tools - DISC, Facet 5, Genos EI to build insight with global clients
Collaboration | with UK Academy Trust
Focus Area: Collaboration - facilitated group workshops and 1-1 leadership and exec coaching to develop a trust-wide cultural vision, supporting values and guiding principles.
Impact | with leaders and managers at UK energy company
Focus Area: Impact - developing and delivering a bespoke talent development programme across multiple levels of seniority and multi-disciplined group.
Agility | with global Digital Insights Project Team
Focus Area: Agility - developing an agile framework to deliver a Proof of Value software project.
Support | with growing Ecological Consultancy
Focus Area: Support - How our flexible monthly coaching solution helps an ecological consultancy support their leaders and managers.
This global UK based PLC wanted to run a proof of value project to assess the value of implementing leading edge insight technologies as part of their wider global digital transformation strategy.
The project, which had specific timelines and budgetry constraints, required external delivery partner expertise in order to deliver an operational version of Microsoft Customer Insights and Microsoft Sales Insights into a single ‘pilot’ site.
Questline were known to the organisation through our work within a global transformation programme and were approached to help the insights team develop an agile way of working as well as overseeing the selection and onboarding of a new delivery partner and managing the delivery to the target pilot site.
The client wanted to:
Working through our ‘Agility’ focus area we adopted an agile approach where the wider programme was broken into smaller, deliverables and digested according to priority and business value with the express aim of releasing value to the business as the number one priority
Key initial tasks were to organise a backlog which was prioritised according to business value and costs and agree on a target site which was positive about working with the programme.
A clear set of selection metrics enabled transparency on the selection partner where agility was at the heart of the selection process.
Once onboarded, the project was able to work collaboratively with developers and business alike to create a set of clear ‘value metrics’ so we knew as early as possible how we would assess value.
Working in sprints with regular play-back meetings allowed the business to see first hand how the insights were progressing and feed into any questions within the ‘live’ sessions speeding up the process.
Once the solution was operational we were able to continually monitor usage and value with the close alignment of the business stakeholders and after an agreed assessment period we were able to draw conclusions.
Implemented agile framework including value driven backlog, sprints, regular playback and burn-down
Defined clear metrics for partner selection and organised RFP to onboard new partner
Defined metrics upfront for assessing the value of the new technologies and agreed with stakeholders
Created a collaborative 'one team' culture within delivery teams between disparate stake-holders
Open communication involving production of weekly budgetary and effort burn-down reports
Dynamic risk management and regular updates with multiple delivery partners and internal stakeholders to ensure barriers to delivery were lessened
An agile way of working was established and a backlog of requirements developed.
Proof of value was delivered to the target site on time and within budget
The value was successfully assessed and conclusions drawn up within a board paper.
The conclusions were agreed between the project stakeholders as a key deliverable and presented by the Internal Programme manager to the board along with key recommendations.
CG, Senior Manager
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