CASE STUDIES

Feb 21-present CCG is currently supporting Gymnastics South Africa (GSA) with the design and implementation of a leadership development and succession planning programme within their national federation (with a particular focus on the inclusion of young sportswomen in leadership). The programme has been designed and implements over a number of modules. The first Young Leaders Programme was delivered over 10 weeks from Feb 21 to end Apr 21 across South Africa to identify existing young talent and build confidence and motivation to step into leadership. A leadership development program is currently being designed to provide mentoring, education and leadership skills training within GSA to hone leadership throughout the federation as part of a bigger vision of succession planning towards the electing of new Exco leaders in 2024. As part of our change implementation work, we are engaging with the GSA Executive Team to build an understanding of the importance of succession planning and talent management. This requires extensive organisational change management. We have also been asked to design ongoing management consulting and leadership development to support a sense of greater cohesion and shared vision in GSA as a whole. What is particularly exciting for the CCG team is that our leadership and talent development has been recognised by senior members of the Fédération Internationale de Gymnastique (FIG) (the highest executive body in global athletics) and we are currently in discussions with members of the African Zone leadership to provide consulting support to ensure greater representation and involvement of Africa in the global gymnastics community. Programme delivered via Microsoft Office as a result of pandemic restrictions and the geographic spread of the participant body.

Feb-Jun 2021 Merger advisory consulting in context of consolidation of renewable energy sector in Southern Africa and in response to changing government legislation on the use of sustainable energy sources and movement towards a zero-carbon energy strategy. Programme entailed providing implementation advisory to client; programme management; design, development and management of a tailored Merger Implementation Plan; and coordination of the legal, tax, structured finance and corporate finance advisors to the merger. Programme centrally included management consulting advisory on the culture elements of the merger, as well as identification of organisational design, employee benefits, and ensuring that culture was appropriately integrated between two merging organisations. Programme delivered via Microsoft Office as a result of pandemic restrictions.

(Feb to Jun 2020) Advisory on programme delivery, design and development of a change readiness assessment for roll-out to an association that supports the lighting manufacturing and distribution sector across the United States. Deliverables included a digital survey that comprised 100 questions and referenced five key functional areas (Human Capital, Revenue Engine, Operations, Information Technology, and Business Steering/Governance). The programme also included post-assessment recommendations to support and develop Change Readiness for three key change agent networks (Business Leadership, HR Professionals and Change Champions within the business). The programme was very well received with the Client calling the delivery team “Rock stars who have done such a great job”.

(Oct 2018 to May 2020) Delivery of an Enterprise Operating Model Redesign programme, including end-to-end use of a proprietary Enterprise Operating Model Review methodology to define As Is operating model, supported by System7™ to provide the structure for the scoping of five key areas for redefinition or first definition, design of change protocols and artefacts including stakeholder analysis and engagement, communication strategy design and implementation, and final outputs including support for To Be operating model implementation and organisational re-design as a result of the programme. Programme workstreams include implementation of a Data Analytics function within the business, design and implementation of Online Commerce functionality, redefinition of Technology Enablement (with focus on data analytics and digital functionality), Internal Stakeholder Alignment, and Customer Experience.

(June 2018 to Aug 2019) Delivery of an enterprise level organisational review for an apex level global not for profit donor foundation. Review process focused on organisational structure, processes, policies, culture and performance management system. Programme of work included use of propriety methodology System7™ to engage and align with client Board, executive, management and staff. Programme delivery included in-depth job and role factor reviews, process mapping and re-design of performance management system to ensure alignment of Foundation mandate and individual accountabilities. Concluded with organisational culture assessment, including desired leadership attributes, organisational values and supporting behaviour, coupled with redesign of aspects of the organisational design to support a high-performance culture and workplace.

(June to Dec 2017) Provided change advisory services to EMEA Managing Director and 40 African Country Leads in support of a digital strategy development and implementation programme, with a specific focus on African operations.

(June 2014 to Dec 2015) Use of System7™ to provide change strategy and programme support for implementation of a new Enterprise Resource Planning (ERP) system into the business, including delivery of Leading Change workshop to develop leadership and facilitate culture change throughout the organisation.

(Mar 2013 to Feb 2015) Provision of enterprise change management consulting services to design and refocus Foundation mandate, change corporate culture and develop employee succession pipeline. Our work resulted in fundamental culture change within the organisation, spanning two CEOs, and was recommended to London Head Office for effectiveness.

(Feb 2011 to Mar 2013) End-to-end delivery of System7™ methodology and provision of change consulting services for the implementation of an enterprise ERP system in the context of an enterprise transformation to facilitate knowledge management, workflow management, internal messaging and communication, distribution of instructions and product and improve procurement and vendor management and quality assurance at a Group, Field and Store level. Programme required application of System7™ for programme brief development, risk assessment and mitigation, stakeholder mapping, analysis and engagement, third party vendor management and enterprise-wide implementation.

(Dec 2008 to Dec 2009) Technology asset integration of aspects of the ICT administration and service support centres within a Group structure into a single operational Division. Programme required application of planning aspects of System7™ for the delivery of a coherent Programme Brief, scoping of complex delivery products and stakeholder mapping, engagement and management across various company divisions.

(Jan 2006 to June 2007) Provision of pre-merger advisory, and post-merger integration consulting, using System7™ on behalf of a Group structure in the context of the sale of a FMCG retail trading division to a foreign private equity investment fund. Programme included enterprise culture assessment and culture transformation using Barrett Culture Values Assessment, executive coaching, and the design and implementation of strategic organisational design and human capital practices (e.g., performance management system, cultural artifact design and leadership development framework), to support new organisational design and culture.