South Africa Talent Network – Contract in South Africa The post South Africa Talent Network appeared first on ChangeFolio ..read more

“In today’s environment, change agility is no longer a luxury but a necessity. The winners of the future will be those who can out-change both the competition and external forces. The current velocity of change leaves us at the doorstep of a new world. In this environment of bigger, faster and more complex change, agility is not an option but a required core competency” – Tim Creasey – 2015 Transforming or changing an organisation is never easy. It is estimated that two out of three organisational change projects fail. It appears, in some cases, that the more things change, the more they sta ..read more

Context The technical implementation of an organisation-wide technology solution is only as successful as the adoption of the technology. The successful implementation of Microsoft CRM Dynamics provides access to the right data, at the right time from an easily accessible platform. It also provides access to analytically qualified cross-sell and up-sell leads and opportunities to be actioned by the client facing channels. In addition it supports client retention and strategic drivers such as client centricity, rationalisation, and revenue growth. Change management can assist organisations in d ..read more

Context The increased trend of more frequent merger & acquisitions has pushed companies to develop repeatable models for successful integration and to ensure the primary value of the transaction is not missed. Well-conceived and properly executed integration models can deliver greater value and reduce the common pitfalls of post-merger integration such as missed targets, loss of key people and poor performance of the base business. Often the “soft” issues such as culture integration are forgotten, with focus being more on the financial aspects of the acquisition itself rather than the succ ..read more

Context A multi-national bank implemented a digitised approach to managing and reporting on conflict of interest within the Corporate and Investment Banking division. The purpose was to ensure compliance around deal making and to shift away from the use of excel spreadsheets to manage conflicts of interest. The change included the introduction of software to manage conflict of interest, treating customers fairly, and meeting requirements defined by the Financial Markets Act. Snap Stats Change impact across: 8 process changes 6 regions in South Africa, Africa & London Duration: 12 Month ..read more

Context An international FMCG organisation embarked on a global change to focus on growth to market share. An integrated operational unit was being set up, in various stages, across local markets. This is the largest structural change that the company had experienced in its 90 year existence. Within this structural change, roles were redefined and reallocated from different parts of the value chain. This would ensure a focus on efficiency within processes, systems and organisational structures. Implementing an outsourced and off-shore partnership model was a significant part of this change. Th ..read more

Context A multi-national financial corporation has been in the process of implementing Consent Management across various business areas of the bank. This change can be described as; a System and process change, and a Legislative change. As per legislative requirements, and as it links to POPIA, a deadline had been set by the Banking Regulator to ensure compliance by 1st July, 2021. In order to achieve compliance, a deadline of 12th June was set for all customer facing interfaces to be updated with relevant screens, processes and systems. The primary focus of the Change Manager was to manage th ..read more

Context Many organisations are moving towards centralised operating models. In a procurement context, a centralised and digitised procurement model protects and governs how the enterprise aligns on spending and realises economies of scale. Snap Stats Procurement Maturity Model: 20% Laggards 50% Industry average 30% Best-in-class Critical Success Factors for the Change Culture & Behaviour Strategy Technology Organisational Design Procurement Model The Measurable Results Metrics to realise the benefit case for change include: % Total spend under management (TSUM) % Total negotiated s ..read more

The vast majority of digital transformation projects fail. The International Data Corporation predicts companies will spend $2 trillion on digital transformation projects by 2022. These projects only have a 30% chance of success. What can you do to ensure the success of your digital transformation project? Here’s a clue – it has nothing to do with IT. You can have a world-class system that operates smoothly on your platforms with the best user interface, great data and analytical reports. That in itself does not guarantee a successful digitisation project. That’s merely the foundation, your en ..read more

In order to remain competitive in a global economy, companies need to look at how business gets done, adapt to the changing needs of their customers and maintain competitive edge by integrating new technology. To maintain competitiveness, businesses need to continuously make changes in both processes and technology. Before any change can be implemented, motivation behind such change needs to be clear, understood and aligned to the improvement of operations, revenue growth and overall company goals. Every change, be it process or technology, presents some challenges. When planning for integrati ..read more