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■ Typical Experience
Introduction
Our associates have undertaken international assignments in a number of sectors as external and internal
consultants. The organisations have been drawn from both the both public and private sectors and of various sizes.
Our associates have gained a detailed appreciation of the issues facing Clients whilst relating them to the specific
context at hand.
consultants. The organisations have been drawn from both the both public and private sectors and of various sizes.
Our associates have gained a detailed appreciation of the issues facing Clients whilst relating them to the specific
context at hand.
These sectors have included:
Construction
Energy
Environmental Services
Real Estate
Utilities
Transportation
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Organisations for which assignments have been undertaken include financial institutions, regulators, government
agencies, utilities companies, contractors, property developers, and oil and gas producers.
agencies, utilities companies, contractors, property developers, and oil and gas producers.
Typical Associate Experience
Such varied and complex environments enable us to build our knowledge base of best practice cross-industry and
hence our approach and the techniques and tools we draw upon are equally relevant to many business sectors.
hence our approach and the techniques and tools we draw upon are equally relevant to many business sectors.
Page Last Update 12.11.08 - All Rights Reserved Das Management Services SRL 2007 - Management Consultancy - Romania
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A medium sized construction company had been established by a
utility company through hiving off the in-house assets and
employees into a separate entity. However, the commercial and
operational controls were inadequate for the company to
successfully undertake third party contracts and the separation
only emphasised existing performance issues on “in-house”
contracts.
utility company through hiving off the in-house assets and
employees into a separate entity. However, the commercial and
operational controls were inadequate for the company to
successfully undertake third party contracts and the separation
only emphasised existing performance issues on “in-house”
contracts.
The Associate led an external team acting as an advisor to the
joint client’s Programme Sponsor and the internal programme
management team. A vision for the facility was established taking
into account the broader strategies of the two client parties and
the requirements of other stakeholders. A notional zoning plan for
the production, facility management and workforce
accommodation/recreation was developed together with an
agreed process of how the zoning plan would be adapted to meet
changed strategic imperatives. Other processes were established
to share information on new, refurbishment/up grade, and major
maintenance projects so that potential synergies and constraints
could be identified with policies on overall decision making.
joint client’s Programme Sponsor and the internal programme
management team. A vision for the facility was established taking
into account the broader strategies of the two client parties and
the requirements of other stakeholders. A notional zoning plan for
the production, facility management and workforce
accommodation/recreation was developed together with an
agreed process of how the zoning plan would be adapted to meet
changed strategic imperatives. Other processes were established
to share information on new, refurbishment/up grade, and major
maintenance projects so that potential synergies and constraints
could be identified with policies on overall decision making.
The Associate led an internal team from the infrastructure company
to determine its potential participation. Working collaboratively with
a team from the consortium, an assessment was made of the full
benefits that could be achieved from the link, the possible
dis-benefits to other operators, the appropriateness of the
proposed capital investments and structural arrangements.
Particular attention was paid to the systematic identification and
management of risk and it was the inability to agree on the
allocation of risk that prevented the programme being implemented.
to determine its potential participation. Working collaboratively with
a team from the consortium, an assessment was made of the full
benefits that could be achieved from the link, the possible
dis-benefits to other operators, the appropriateness of the
proposed capital investments and structural arrangements.
Particular attention was paid to the systematic identification and
management of risk and it was the inability to agree on the
allocation of risk that prevented the programme being implemented.
The Associate had been instrumental in developing a strategy for
an environmental services business and on acquisition was
seconded into the new subsidiary to progress the change
programme. The initial activities were communicating and gaining
concensus to the proposed business strategies with the
company’s management team and confirming the changes that
were needed. Senior management from the parent company and
the new subsidiary then communicated with line management and
employees in a series of ongoing structured debriefings. The
Associate coordinated a number of action plans including the
introduction of corporate policies and procedures, a new IT
system, the restructuring of a number of divisions, and the
training of staff on topics including customer care, sales and
marketing, and financial control. The company is now a major
player in the United Kingdom environmental services sector.
an environmental services business and on acquisition was
seconded into the new subsidiary to progress the change
programme. The initial activities were communicating and gaining
concensus to the proposed business strategies with the
company’s management team and confirming the changes that
were needed. Senior management from the parent company and
the new subsidiary then communicated with line management and
employees in a series of ongoing structured debriefings. The
Associate coordinated a number of action plans including the
introduction of corporate policies and procedures, a new IT
system, the restructuring of a number of divisions, and the
training of staff on topics including customer care, sales and
marketing, and financial control. The company is now a major
player in the United Kingdom environmental services sector.
The Associate acted as a consultant in the development of a
new strategy to consolidate service offerings within the business
unit of a professional services company employing circa 40 staff.
Through a series of workshops a common purpose and a
business delivery model were established. The introduction of
the new delivery model needed new core competencies. The
Associate identified and introduced a matrix of key
competencies together with the structuring of training modules
and policies and procedures for the coaching and mentoring of
staff.
new strategy to consolidate service offerings within the business
unit of a professional services company employing circa 40 staff.
Through a series of workshops a common purpose and a
business delivery model were established. The introduction of
the new delivery model needed new core competencies. The
Associate identified and introduced a matrix of key
competencies together with the structuring of training modules
and policies and procedures for the coaching and mentoring of
staff.
The Associate acted as a consultant in the establishment of a decision making process
to optimise a large capital investment programme in the utility sector in a region of the
United Kingdom. The utility provider was a publicly owned business, answerable to the
regional parliament. As such this offered at the time a new public sector model in the UK
utility sector with the company aiming to be as efficient and effective as companies in the
private sector. The company had a number of regulators governing customer charges,
product quality, environmental performance and health and safety as well as broader
stakeholders representing the views of consumers and other parties. The objective of
the decision making process was to provide a systematic and consistent framework for
making trade-offs between the sometimes competing requirements of the stakeholders
so as to provide best long term value for money from the capital programme within the
constraints of consumer affordability.
to optimise a large capital investment programme in the utility sector in a region of the
United Kingdom. The utility provider was a publicly owned business, answerable to the
regional parliament. As such this offered at the time a new public sector model in the UK
utility sector with the company aiming to be as efficient and effective as companies in the
private sector. The company had a number of regulators governing customer charges,
product quality, environmental performance and health and safety as well as broader
stakeholders representing the views of consumers and other parties. The objective of
the decision making process was to provide a systematic and consistent framework for
making trade-offs between the sometimes competing requirements of the stakeholders
so as to provide best long term value for money from the capital programme within the
constraints of consumer affordability.
An existing major strategic petrochemical facility subject to geographical constraints was being required to meet
increasing environmental and safety standards whilst achieving increased levels of production over a 25 year
horizon. The facility was operated by two subsidiaries of the same company but with differing strategic imperatives
and there had been little integrated planning.
increasing environmental and safety standards whilst achieving increased levels of production over a 25 year
horizon. The facility was operated by two subsidiaries of the same company but with differing strategic imperatives
and there had been little integrated planning.
A 25 year franchise had been provisionally awarded by a government agency to a consortium to operate a rail
transport link using in part existing track infrastructure. The franchise provided for capital investment in excess of
€1,500 million to be applied on projects to upgrade existing/ build new infrastructure such as track, signalling and
stations so that the benefits of reduced travel times and greater availability to passengers could be achieved. The
company owning the infrastructure participation in the programme was crucial not only in agreeing to track access
arrangements and in allowing construction to be undertaken, but also in purchasing the assets on construction
completion.
transport link using in part existing track infrastructure. The franchise provided for capital investment in excess of
€1,500 million to be applied on projects to upgrade existing/ build new infrastructure such as track, signalling and
stations so that the benefits of reduced travel times and greater availability to passengers could be achieved. The
company owning the infrastructure participation in the programme was crucial not only in agreeing to track access
arrangements and in allowing construction to be undertaken, but also in purchasing the assets on construction
completion.
The preparation for a major change programme at an environmental services company with 150 employees was
undertaken during the final stages of its acquisition by a major public company. Whilst the company had not really
figured in the strategy of the company disposing of it, it was intended to be a significant corner stone in
establishing a new business stream for the acquiring company.
undertaken during the final stages of its acquisition by a major public company. Whilst the company had not really
figured in the strategy of the company disposing of it, it was intended to be a significant corner stone in
establishing a new business stream for the acquiring company.
Working with an internal team the Associate developed and
implemented business processes for the tendering and
management of contracts. Training workshops were facilitated to
establish a consistent approach in dealing with clients and other
stakeholders. Relevant key financial and non-financial performance
indicators were established on a Balanced Scorecard with
associated dashboards for management reporting and contracts
were benchmarked against each other enabling best practice to be
transferred across sites.
implemented business processes for the tendering and
management of contracts. Training workshops were facilitated to
establish a consistent approach in dealing with clients and other
stakeholders. Relevant key financial and non-financial performance
indicators were established on a Balanced Scorecard with
associated dashboards for management reporting and contracts
were benchmarked against each other enabling best practice to be
transferred across sites.
Associate Profiles
We are able to draw upon a pool of resources in Romania to staff an assignment with a complimentary range of
skills and experience.
Our team includes:
skills and experience.
Our team includes:
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