Example 1
Client: major UK retailer

Our client had set up a captive IT department in Bangalore in 2003 with a business case that expected engineering roles to move to India by early 2008. The programme was behind schedule for a number of reasons, including lack of trust on both sides, a highly UK centric programme and failure to engage the business in the changes that were needed. We were asked to help our client address the core issues preventing progress and help them get the programme back on track. Find out how we achieved this through the teams in the UK and India, finally establishing one team to take the business forward.

Example 2
Client: global information service provider

Our client was half way through a four year programme to replace their global customer management system (used by around 8,000 employees worldwide). Egremont was invited to help raise levels of engagement in the business as the organisation had lost confidence that the system being developed would deliver on its promises. Consequently the programme was at risk of being shelved with the risk of incurring significant write-off costs.