Managing uncertainty in the outcome of a strategic Tender 

H M Government

David helped a specialist team to gain 9 weeks' lead-time in adopting the outcome of a strategically important Tender, which posed a major threat to business, service and financial continuity for several million people in the UK and Europe. He helped the national, cross-organisational team to apply powerful future-proofing techniques which moved them from feelings of stress and lack of control in the situation, to a place where they were able to formulate and mobilise many initial stages of implementation, even without knowing the tender outcome. The Tender outcome did result in a new strategic partner that the client had not worked with before and many changes were needed before the ‘live service’ deadline. However, the lead time gained through the ‘futures’ work enabled a successful cutover, with minimal continuity, customer-service or financial issues    


Proactivity – re-purpose waste PvC for emergency shelter

(Natural disaster infrastructure development Brazil, Chile, Canada, UK)

PvC waste from advertising materials such as print billboards and banners is fuelling plastic pollution in many economies. 

The "Temporal Shelter Project" stemmed from Alvaro’s research into re-use and recycling of plastic waste and was sponsored by universities and centres of expertise in several countries. The project involved engaging local groups of citizens experiencing homelessness, to explore their ideas for re-using the widely available PVC waste.  

Alvaro led his teams in using a range of collaborative techniques to generate and explore options for re-using the PVC. The material emerged as a prime candidate for providing effective temporary shelter for survival outdoors. Secondly, by expanding creativity in the context of rough sleeping and social-innovation and design, many opportunities emerged to grow more positive relationships between local government, local organisations and proactive leaders experiencing homelessness. This led to improved social and environmental impacts in communities and more beneficial relationships between many. In addition, A range of new experiences emerged in the local economies as many leaders in homeless communities began to be valued, recognised and introduced as social innovators and resource re-use experts in their cities.


This Project continues to grab the attention of several multinational firms who have considered how this may fit with their ongoing corporate social responsibility (CSR) strategies. Finally, several disaster relief agencies are currently exploring how they might incorporate these resources into their responses to natural disasters and people migration and displacement. 


Proactivity and uncertainty
in political events

H M Government

David was able to help two corporate policy and strategy teams, including key advisors to some senior decision-makers in UK government, to create a range of contingency and decision-support paths in response to the prospect of ‘Scottish Independence’. Options were co-designed through workshops with the client, sharing tailored foresight principles and techniques, to make adoption easy and valuable, within 4 months.


Modernise tech-enabled processes: stop leaving results on the table   

H M Government

David led a business-change team, for a national programme, to exceed their business case financial net benefits by over 20% (multi-£10ms) and to reduce carbon footprint by 30%, over 3 years. This resulted from facilitating innovations in: (future state) Blueprints and Target Operating Models; accepted roles and structures across a multi-site, multi-functional and multi-sector national team; fit and use of capability at change Portfolio level (including cross-organisational arrangements) and localised cultural and organisational changes. This also involved ‘breaking the (old) rules’ on the business change approaches used (through negotiated approval with Directors) so that the styles used were better suited to the external customers, end-users and delivery teams involved.                                                                                                                


Proactivity: Self-Starters fuelled   

H M Government

David helped to prepare change agents for the rapid pioneering of technology (advanced Digital and related tech), nationally and in Europe, that posed a challenged for both top multi-national private sector tech experts and business-side change agents. The upskilling sessions delivered moved self-assessed skills ratings on how to lead self and others for proactivity on this subject, from 2.4/5.0 to 4.2/5.0 for over 100 of the top Portfolio, Programme, Project and Change management professionals involved, in 3 days, over 4 weeks. Feedback verified that this professional development had enabled mission-critical staff to gain the awareness, desire, knowledge and ability to adapt to fast-moving, emerging, unfamiliar enterprise data requirements in a time-pressured, technically challenging, legally fraught and contractually complex environment.


Proactivity: Data exploited, for easier integrated decision-making and control

H M Government

A Senior Leadership Team (SLT), making high-impact decisions under much external and media scrutiny, reached a point in their performance management activities where they refused to believe the behaviour of a foundational metric which was used to inform strategic business cases, investment appraisal and portfolio management. This metric was being supplied and analysed by a cross-functional team of performance specialists. David facilitated 3 days of tailored data analytics training to the performance specialists (accountants, statisticians, data analysts) over 7 weeks. This helped them to integrate their data design, management and use, enabling corrections to the metric design and healing the breach of trust with the SLT and stakeholders using the metric. It also saved 2 days each month by identifying, adopting and tracking a valid proxy input, for use in a key algorithm, saving resources previously used to produce a separate input.


Proactivity: Data exploited, for better customer service and return on investment

 H M Government

As a strategic risk, data and finance specialist, David was asked to lead many interventions and Rapid Action Teams in stress-testing, assuring and resolving issues on strategic information and data design, technology interface design and assurance (APIs) and data migration activities with national and international impact. These assignments affected financial flows of £bns, and data quality and GDPR compliance for over 60,000 staff and over 30m customers and taxpayers. The change designs and processes involved many multi-sector and multi-disciplinary teams, including leading experts in specialist technical areas. The interventions typically delivered financial and environmental benefits significantly in excess of Business Case. This was frequently achieved through superior staff and customer take up rates in pioneering  emerging, game-changing technology and services.