Veronica - Business Performance and Change Leadership PhD

Veronica
Dr of Business Performance & Change Leadership

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Deputy General Manager
+44 (0) 1491 577122

Veronica has led influential and significant change programmes in Central Government. These include modernisation programmes in the Ministry of Justice and Department of Health.

Network Rail had implemented a Document Management system to ensure all staff had access to “one version of the truth” on all documentation, essential for safety and efficiency. These types of systems have a profound impact on working practices relating to how people create, store and share information. As part of a phased roll out across the entire organisation, Veronica was engaged to interview senior heads of department and capture the business benefits the system had yielded.

Veronica’s review was a key component in demonstrating return on investment to justify further roll out to the entire organisation. This was purported to be the largest system of its type in Europe. There’s much theory in the area of Business Benefits Realisation but few actual practitioners who are able to measure and demonstrate benefits delivered.

Veronica drew on her experience Programme Managing the change and benefits activities involved in BG Group’s 22 country, 5 continent, roll out of a similar system to inform this work.  

Veronica was engaged by the OPG to programme manage the outsourcing of the investment portfolios (valued at £1 billion) which were managed on behalf of people with mental incapacity and children with damage awards. The portfolios were managed in-house, and were to be transferred to an investment management company. 

This was an extremely complex, sensitive and high profile assignment. The decision to outsource investment management followed a review of the OPG. Veronica’s first task was to establish the vision and importance of the programme, in order to galvanise the work. This enabled stakeholders to better understand the requirements and contribute to the development of the tender specification for the OJEU (public sector) procurement of investment services, and the later design of a bespoke index tracker fund into which the portfolios were transferred once the outsourcing arrangements were in place.

There were huge challenges on this assignment, not least establishing a bespoke index tracker fund to meet the special needs of the beneficiaries, and ensuring the right level of security vs. growth were built in to the fund  to ensure that the life-time needs of the patients and children could be served. Key challenges included how to transition the management of funds from an in-house structure to an external fund manager without any reduction in service or loss of value; and passing secondary legislation to enable the investment management to be outsourced.  

Internally, Veronica worked with OPG, CFO and OSPT staff to establish new ways of working as a result of the new outsourced arrangements. It meant change to people, processes and technology, and included robust and clear means for working with and managing the supplier in the best interests of the patients and children.

The Outcome: The investment arrangements were successfully transitioned from public to a bespoke index tracker fund under private sector funds management, on time and to budget, with no loss of value or service. The processes that would enable the OPG to effectively manage the supplier were established allowing the organisation to concentrate on its core remit, and safeguard the interests of patients and children. Ultimately the investment outsourcing gave vulnerable people specialist support in ensuring their lifetime financial needs continued to be met. 

If you would like to know more about Veronica’s profile or discuss a change initiative you might have, then please call Matt Rawson on 01491 577122.

OFSTED engaged Veronica in June to deliver changes to the organisation’s CRM system. Timeframes were extremely tight as the changes needed to be delivered ahead of the new academic year in September.

The CRM changes were part of a wider suite of changes arising from a review of the organisation. The review recommended changes to the way OFSTED captured and shared information, and these had to be carried out in parallel with a major restructuring of the organisation.

Veronica’s first task was to quickly navigate what the strategy was and pin down the exact requirements despite the rapidly changing environment. OFSTED’s overriding informatics imperative was to upgrade and integrate existing systems in order to optimise information received from internal and external stakeholders such as schools, colleges, parents, local authorities, social care, and inspectors, so that it  could be used in a more proactive, joined up way.  

The assignment proved more complex and demanding than the original engagement brief suggested. It saw Veronica joining up the dots relating to contacts management across the organisation; enabling Parliamentarians to access information about OFSTED activities and reports in their constituency; and ensuring that all changes took into account the strict information security rules that govern the work of OFSTED, amongst other things.

In time for the beginning of the school year though, she had delivered to budget and quality a number of key outcomes. Parliamentarians could access key information, OFSTED inspectors had improved access to information on the system to better support their work in the field, and new, auditable processes were enabled on the system to help internal teams deal with a wider variety of calls made to OFSTED and tracking the actions that followed on from them.        

Perhaps Veronica’s lasting legacy though was establishing a clear foundation upon which to further develop CRM as a key component for achieving the vision of a fully integrated information and intelligence platform.

It was no surprise that Veronica’s sponsors parting words were, “It’s been a real pleasure to work with Veronica - she is so diligent and professional.”

Fast Facts

  • Specialises in defining, delivering and embedding complex change initiatives, so that intended benefits are realised
  • A significant commercial track record as a Managing Director of a Wholesale Distribution company
  • Has programme managed major integration initiatives post M&A
  • Expert in all aspects of change, encompassing people, process and technology, with particular attention to cultural change
  • Has worked with senior civil servants up to second Permanent Under Secretary
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