Manage And Sustain Change

Oakland is proud to deliver impactful and sustainable solutions.  A critical element of this outcome is the development of an integrated change plan from the outset, which builds on the inherent strengths of the Oakland approach to ensure that the longer term ambitions are achieved.

Our Figure 8 change methodology has been tested over many years and has been proven to work in complex, multi sited clients that have traditionally resisted change.

We use this approach to:

  • Increase the efficacy of Project Delivery - Change is an integrated element to most of our major projects
  • Support the delivery of client led projects - Helping other organisations get more from their own project delivery
  • Enable Board Level or Inter-Board Level change - Brokering much smaller (though highly significant) change journeys for the senior team

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Increasing the efficacy of Project Delivery

Change is an integrated element to most of our major projects

Supporting the delivery of client led projects

Helping other organisations get more from their own project delivery

Board Level or Inter-Board level change

Brokering much smaller (though highly significant) change journeys for the senior team


Our operations and project delivery relied on a large team of sub-contractors, but we were struggling to get them to our standards of customer service – everything from the way they looked, to how they communicated and how they completed.  Oakland not only got consistent standards, but a major sub-contractor was so impressed they asked Oakland to help them with their sub-contractors!  

Director

Northern Gas Networks


Case Studies


Transforming Business Processes Shell Services

The project involved the development of a business framework to identify the strategic and operational gaps that needed to be addressed for Shell Services International to achieve its vision of being recognised as a world leader in integrated solutions. Several key strategic projects were launched to address: quality of service delivery in key areas; re-engineering and the development of end-to-end business processes, e.g. contract to billing; people skills, particularly the development of customer-centric skills; development of an SSI balanced scorecard.
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