Insights

Robotic Process Automation (RPA) technology is software that emulates a human executing a (digital) business process. A simple example of this could be a “robot” replacing a human carrying out a high-volume, repeatable task such as invoicing.

In a large proportion of mergers, a significant chunk of the synergy value goes to the seller in the form of a premium paid over the market value of the acquisition target. Even worse, in many cases the premium paid, coupled with post-transaction challenges capturing value can end up wiping out or eclipsing the value of the expected merger synergies. Obviously, this is out of line with the desired results and likely justification for the M&A activity. In this piece, we offer pragmatic approaches on how to realise your intended synergies from your merger or acquisition.

Is your organisation successfully delivering strategic change initiatives? With over 44% of strategic initiatives failing to be successful (Economist 2018), chances are high that without intervention, your organisation is going to fail at one or more strategic initiatives. Even more worrying is that even when successful, many initiatives don’t deliver the maximum possible value to their organisations.

Strategy formulation draws from the brightest company leaders and external functional and domain consultants. As powerful as the resulting strategy may be, it’s often let down by poor execution. According to a study by the economist, 44% of strategy execution fails to be successful.

Many organisations look to emulate the successes of high tech players such as Amazon, Google, Uber, Spotify and others. They’re drawn to the promise of Agile, continuous change, lean startup innovation and outperforming the indices and slaying incumbent competitors to disrupt entire industries. 

Reflecting on Dr Ken Henry’s comments about the disconnect between ICT and business at NAB, I’d agree that the dysfunction between business and ICT often gets in the way of organisational success and introduces unneeded risk.  

The often challenged relationship between ICT and business is an age old problem, however it needs to be repaired in the new competitive reality. Competition is increasingly based on bringing technology enabled innovation to market or leveraging technology better than your competitors.

Another great article from McKinsey on the pivotal role of the transformation office. 

Many companies set up a project-management office (PMO), led by a spreadsheet-savvy analyst charged with tracking myriad transformation initiatives. Their transformation leaders attend PMO meetings, tick boxes, and generate reports. 

In this article, BCG lay out the challenges facing the CEO tasked with transforming their company.

“A transformation is not a series of incremental changes. Rather, it is a fundamental reboot that enables a business to achieve a dramatic, sustainable improvement in performance and alter the trajectory of its future.”  

Business. It's Personal.

Intuity Consulting launches to solve project, change and transformation challenges for medium to large enterprises. The founding team includes a successful partnership of Hope Parnell, Jacob Dudzinski and Mark Dunham, all having recently worked together in a leading Management Consultancy.