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CASE STUDIES

MAJOR PROGRAMMES THAT WE HAVE HAD THE PRIVILEGE OF WORKING ON

CCG is proud of our consistent delivery of high-quality consulting services and long-standing relationships with industry leaders across the globe.

Over the past 20 years, we have built relationships with leaders and executives in the following South African and multinational companies and foundations:

Old Mutual, Sanlam, Santam, Standard Bank, Ackermans, The Foschini Group (TFG), Woolworths, The Clicks Group, Telkom, Vodacom, Coca-Cola, SAB Miller, Diageo, BP, Royal Dutch Shell, Philip Morris, Anglo American, Clarins, Nashua, Open Society Foundation, and Marie Stopes.

The following is a list of the more significant programmes of work we have consulted on over the past ten years, in order to highlight our experience and level of expertise.

RECOMMENDATIONS

US LIGHTING MANUFACTURING ASSOCIATION

(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”.

GLOBAL HR CONSULTING GROUP

(Relationship initiated 2014 to May 2020, ongoing relationship)

Ongoing strategic partnership providing HR consulting services to African client footprint, including organisational development advisory and solution design, outplacement, performance management, executive coaching and enterprise change management.

CCG is currently providing outplacement and career advisory services to Africa-based employees of a global energy company.

JSE LISTED RETAILER

(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.

JSE LISTED TELECOMMUNICATIONS COMPANY

(Oct 2018 to Nov 2019)

End-to-end application of System7™ to support strategy and change implementation within the largest division within the organisation, including stakeholder mapping and ongoing engagement, Programme Brief development, Programme Scoping, and communication strategy design and implementation. Worked at C-Suite level to design and implement a change strategy, scope the programme of work, identify and train a national Change Agent Network, and design the programme delivery protocols. Implementation stage was halted due to significant downsizing and reshaping of organisation as directed by the Group Exco.

GLOBAL PHILANTHROPIC FOUNDATION

(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.

APEX SOUTH AFRICAN SPORT FEDERATION

(Mar 2006 to Sept 2018)

Delivered numerous organisational development and change implementation initiatives for organisation over 12-year period. Latest and most complex programme included Enterprise Change Management, including design of change governance within the context of an extremely complex stakeholder system (including a national Board, regional governing sub-structures, a national operational administration that is positioned across 3 provinces, technical committees across all provinces and over 15,000 registered members nationally), strategic engagement with SAGF President and CEO, with Board members, and design and implementation of organisational culture change in the context of large-scale organisational change, stakeholder mapping and engagement, communication strategy development and roll-out, succession planning and achievement of operational efficiencies across the organisation. End-to-end use of System7™ to guide and govern programme delivery.

GLOBAL LONDON LISTED BANK

(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.

LONDON LISTED ENTERTAINMENT FMCG

(July 2014 to Feb 2016)

Development and implementation of South African and regional operational strategy, including use of System7™ to provide change and programme support for implementation of a re-designed strategy and operating model for the business, including delivery of the Leading Change workshop to address leadership challenges within the business

GLOBAL TIMBER COMMODITIES FMCG

(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.

JSE LISTED ICT SERVICES GROUP

(Dec 2013 to April 2015)

Delivery of change advisory services to the CEO and her team in the context of a corporate turnaround and delisting, including oversight and input into programme governance structures and to provide company leadership with feedback and input on programme timelines and areas of risk.

GLOBAL PHILANTHROPIC FOUNDATION

(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.

JSE LISTED FINANCIAL SERVICES GROUP

(Jan to Dec 2014)

Use of System7™ to provide change and programme management support for implementation of a client-centric enterprise operating model to support improved business development and client service.

JSE LISTED RETAILER

(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.

JSE LISTED FINANCIAL SERVICES GROUP

(May 2011 to May 2012)

End-to-end business transformation following acquisition of strategic asset. Programme included full application of System7™, including post-merger integration, change leadership capability development, and design and implementation of strategic human capital and organisational development practices (e.g., design and implementation of performance management system), as well as oversight and programme governance of implementation of globally applied ERP technology. Programme role included design and implementation of an enterprise culture change program and leadership development program to establish best in breed internal operating models and systems to ensure future growth.

LONDON LISTED FINANCIAL SERVICES GROUP

(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.

JSE LISTED FMCG RETAILER

(May to August 2007)

Delivery of facilitated team development workshops, coaching circles and Leading Change workshop to develop change leadership capability of client executive team.

JSE LISTED FMCG RETAILER

(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.

LONDON LISTED ENERGY COMPANY

(Feb to Oct 2006)

Transformation of internal operating model and organisational design, including assessment of executive team, development of succession planning strategy to facilitate future leadership pipeline, and delivery of executive coaching and team facilitation to support these strategic initiatives.