Programme management consultants with expertise
If you find the sheer size and complexity of your change programme daunting, or you’re facing competitor-beating or career-defining high stakes, our proven track record of successful programme management can support your journey to deliver successful outcomes. Berkeley’s consultants are experienced transformation professionals helping our clients navigate through tough programmes and achieve real results under the most challenging of circumstances. From early vision, strategy and business case, right through the hard yards of delivery and beyond, we’re committed to helping our clients achieve the results they need.
A programme management consultancy that breaks down complexity
We can help you work out how to break down and manage complexity. Transformation does not have to be monolithic in its shape. Our deep transformation experience helps us quickly build a business case that can be feasibly delivered in digestible stages, realising value as we delivery alongside your teams. We understand the constituent parts of what needs to be done and create the optimal programme management plan and structure to deliver with agility and flexibility to assure business outcome delivery.
Berkeley provided high quality end-to-end delivery. I didn’t need to babysit the engagement, yet I felt sufficiently in control of the overall direction. They very quickly tuned-in to the corporate culture and tailored the product in a way that gave it the best chance of gaining traction in the business.”
Managing Director, a transport company
Project and programme management methods that suit your needs
Berkeley can help you adopt the best programme management methodology that suits your needs and ensures the correct capabilities, both within your organisation and with suppliers. We understand that your business and situation are unique, and we never take a one-size-fits-all cookie cutter approach to execution.
Our experience in transformation delivery and working across programme ecosystems puts us in a unique position. We’ll advocate and establish the optimal approach for your programme which harnesses the specialisms across teams and delivers them in a structure that is meaningful, right-sized and capability-enabled for your journey.
Programme management consultants who can lead with impact
Our approach is partnerial. Typically, we assume key roles in our client’s organisations which enable us to lead the change in an impactful way.
Why do we advocate working this way? Wearing our client’s badge in positions of key accountability enables us to work with you and your teams to establish and deliver a path to success. Working at this leadership level means that we’re with you at every point. Whether that is in dialogue with your board or in daily stand ups with your teams, leadership in every interaction is core to our approach.
A programme management consultancy that builds trust
We never swamp you with a large team. Rather, our model is to provide a few very high calibre and highly experienced people to work side by side with you to set-up and deliver your programme in the right way – on time, in full and on budget. We don’t just bring a project and programme management ‘cookbook’ but immerse ourselves in the specifics of your business.
Always focused on delivering the desired outcomes, we can lead a programme through adversity, knowing when to make the big interventions and how to get buy-in and support.
We take a totally independent stance, treating suppliers fairly but holding them to account, and always focusing solely on supporting your agenda.
We’re also quick to fit in with your culture and ways of working and build trusted relationships. Our consultants do the work ‘with you, not to you’ and produce results that have real ownership and buy-in. Our approach to programme management consultancy gives you control – and with it, the confidence.
But we’ll also bring a fresh perspective and creativity and are not afraid to offer constructive challenge to solve real-life problems. We can adapt our approach at speed – rolling with the curve balls to turn your goals into results.
Managing successful programmes can be hugely challenging, but it’s at the heart of what we do best. Our desired outcome is helping you to achieve yours.”
Sameera Simjee, Partner
Clients often ask us…
Question 1
How do I ensure my programme management strategy lands with senior leadership?
Question 2
How do I build a high-calibre effective team while trying to deliver transformational change?
Question 3
How do we manage successful programmes so that we get the best from our people?
Question 4
How can we manage suppliers in a more mature way beyond contracts?
Question 5
How do I break down the programme into manageable deliveries?
Question 6
How do we deliver in an agile way when we don’t have agile capability?
Question 7
How do I link my programme delivery back to the business case?
Question 8
How can I change my programme delivery to achieve the benefits earlier?
Question 9
How can I prove the actual benefits of my change programme?
Client stories
Banking and Financial Services - Operational Risk Management
Our client was one of the world’s largest banking and financial services organisations, serving over 50 million customers through four global businesses, operating in over 70 countries and across a broad span of regulatory regimes.
Like many other banks, our client had been growing headcount and associated spend on operational risk compliance, but was not seeing the expected and necessary improvements in the control environment. There was also a risk that additional capital loading could be imposed by the regulator. This regulatory ‘stick and carrot’ was being used to drive material improvements within the bank, the most significant of which was the global transformation of its operational risk capabilities.
Unilever - HR IT Strategy
We were asked to help Unilever with their HR IT strategy and roadmap. Unilever didn’t have the in-house capacity and skills to handle all the work themselves so they were looking for outside expertise. They wanted independent experts who could put together a purely Unilever-focused view of the world, allowing them to stay in control of defining their strategy, rather than give the responsibility to someone else.
Cathay Pacific
Cathay launched the Passenger Support System (PSS) programme to implement the industry standard ‘Amadeus’ system. This system is integrated, supports multi-channel interaction and provides a much enhanced user experience (UX) for passengers and internal business users. Importantly, the new PSS platform also offered the opportunity to drive up revenues (e.g. by supporting additional cabin classes) and reduce operating costs.
Some months into their journey, Cathay Pacific recognised that they had some weakness in some of these core building blocks and Berkeley was asked by the PSS programme director to develop an overarching change management approach.
Client stories
Our client was one of the world’s largest banking and financial services organisations, serving over 50 million customers through four global businesses, operating in over 70 countries and across a broad span of regulatory regimes.
Like many other banks, our client had been growing headcount and associated spend on operational risk compliance, but was not seeing the expected and necessary improvements in the control environment. There was also a risk that additional capital loading could be imposed by the regulator. This regulatory ‘stick and carrot’ was being used to drive material improvements within the bank, the most significant of which was the global transformation of its operational risk capabilities.
We were asked to help Unilever with their HR IT strategy and roadmap. Unilever didn’t have the in-house capacity and skills to handle all the work themselves so they were looking for outside expertise. They wanted independent experts who could put together a purely Unilever-focused view of the world, allowing them to stay in control of defining their strategy, rather than give the responsibility to someone else.
Cathay launched the Passenger Support System (PSS) programme to implement the industry standard ‘Amadeus’ system. This system is integrated, supports multi-channel interaction and provides a much enhanced user experience (UX) for passengers and internal business users. Importantly, the new PSS platform also offered the opportunity to drive up revenues (e.g. by supporting additional cabin classes) and reduce operating costs.
Some months into their journey, Cathay Pacific recognised that they had some weakness in some of these core building blocks and Berkeley was asked by the PSS programme director to develop an overarching change management approach.
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