Organisational Design and Change

A UK Retailer

THE CHALLENGE

The IT Development function had grown organically over time and was not set up to support the transformational changes that the company was initiating. In particular, the organisation was geared towards incremental rather than transformational change, contained the wrong set of skills and capabilities, and had dysfunctional supplier relationships.

THE APPROACH

A programme was established to help realise the vision for Development consisting of the following work streams:

- People and Change; to design and implement a more effective organisation capable of meeting current and future demands of the business

- Procurement; to select a single offshore supplier and put in place appropriate supplier arrangements

- Process; to establish effective processes for managing the demand and fulfilment of work between M&S and the successful supplier

Qedis worked as part of the joint team to manage the programme of work aimed at outsourcing part of the Development function. Our responsibilities included designing the retained organisation, planning the consultation, redundancy and TUPE processes (working closely with HR) and creating the communications to staff, wider client stakeholders and suppliers.

THE RESULTS

- An agile organisation capable of meeting the fluctuating demands of the business

- Consolidation of development suppliers – from 4 down to 1

- A comprehensive transition plan and communications for all existing staff

- Transfer of functions and people from the client to the successful supplier under TUPE legislation

- Headcount reduction of circa.50 across permanent staff and contractors

- Overall bottom line savings in operating cost of 2 million per annum