O'Neill Strategic Management

O'Neill Strategic Management has been involved with many high profile clients, providing leadership skills and services. A particular example is the UK Home Office where O'Neill Strategic Management was challenged with setting up a programme for the Cyclamen Security System.  The brief was to develop infrastructure solutions for UK air, sea, rail port and to get a technical solution from SERCO and the US developer. The system included nucleonic detector technology and IT.

The key discipline areas included leadership, governance, programme management, trouble shooting and team building.

At the foot of the page are some examples of case studies that O'Neill Strategic Management has been involved in.

O'Neill Strategic Management can provide a programme management solution from one manager to a complete team. OSM Ltd has worked with some very high value clients. O'Neill Strategic Management has worked with Fujitsu on a particular challenge involving a rapid rescue and transformation of a struggling £100 million programme. Fujitsu had contracts with the MOD and wanted to improve the company performance delivery. There was also a need to bring programme and system engineering processes into the new business group. This project would need a variety of disciplines from O'Neill Strategic Management, including programme management. As part of the key areas of expertise O'Neill Strategic Management had to provide the following:

• Programme Management
• Leadership
• Governance
• Rescue
• Transformation
• Systems Engineering
• Outsourcing
• Negotiation
• Trouble Shooting
• Team Building
• Risk and Issue Management

At the foot of the page are some examples of case studies that O'Neill Strategic Management has been involved in.

O'Neill Strategic Management has been involved in many projects that involve all types of management and engineering disciplines. The clients that O'Neill Strategic Management has been involved with cover a range of industry types requiring different approaches.

O'Neill Strategic Management has worked closely with EADS-Astrium, a company involved in the telecommunications, space and defence industry. EADS Astrium had an underperforming unit. The remit for O'Neill Strategic Management was to supply an interim Head for the underperforming Products Group. This would call upon the expertise of O'Neill Strategic Management in regards to technology and product development as it was required to determine if products group performance could be turned around. If this was possible it was for O'Neill Strategic Management to plan and implement a strategy and if not feasible then advise on the options.

As part of the technology and product development solution, OSM developed a new vision, business strategy, plans, technology strategies and management structure. OSM also introduced performance monitoring; budgeting, risk management procedures and set clear measurable objectives for the staff.

The result was the business was transformed to the highest performing product group in the company. It also went on to become a centre of competence for RF and digital products across the Europe Astrium business.

At the foot of the page are some examples of case studies that O'Neill Strategic Management has been involved in.

O'Neill Strategic Management understands the importance of effective operations management. A particular client that O'Neill Strategic Management has experience with are CMAC Microelectronics, a Multi-national business.

The challenge was to advise the CEO on its market attractiveness and any improvements to the business, manage the strategic direction and operations of around 800 people. This would involve operations management expertise as well as leadership, general management, technology and product development, team building, process development and risk and issues management to name a few key discipline areas.

The solution provided by O'Neill Strategic Management was to recommended restructuring, initiate a range of initiatives in the aero/defence business, champion new technology investment, initiate gap analysis at the UK plant to improve productivity improving business value, lead times and profit.

At the foot of the page are some examples of case studies that O'Neill Strategic Management has been involved in.

O'Neill Strategic Management has helped many companies to organise their business and troubleshooting is part of the solution O'Neill Strategic Management can provide.

A specific case that O'Neill Strategic Management has had involvement in troubleshooting for is with the Ministry of Defence. The challenge that the MOD was facing was in relation to a significant organisational change. The MOD required a quantitative methodology to measure the conflict from the recent reorganisation and the necessary tools to manage this.

 O'Neill Strategic Management had to conduct research into organisational conflict and develop quantitative methods on the research and world studies in general to find a relevant solution. The test was done on the client's centre with all the staff participating and a detailed study was delivered in response to the research.

O'Neill Strategic Management found that of the 5 types of conflict measured following the organisational change were actually lower than expected. The personnel supported most of the changes and were pleased at the response from the MOD to the impact on the staff.  

At the foot of the page are some examples of case studies that O'Neill Strategic Management has been involved in.

O'Neill Strategic Management is a specialist in the recovery and transition of failing businesses.

John O'Neill has over 25 years of experience working through world class organisations including EADS, British Aerospace, Fujitsu, GEC-Marconi, the Home Office and the MOD. He has held many roles including senior management, programme, technical, commercial, operational and outsourcing.

There are many key areas that O'Neill Strategic Management can help with your companies' recovery and transition including:

• Leadership, strategy, general management and governance
• Major outsourcing management
• Operations management
• Programme management through the life cycle
• Rescue, transformational change of programmes and businesses
• Trouble shooting critical management and technical issues
• Bid management
• Risks and issues management
• Process development in technical environments
• Partnering (including PFI and PPP) and team building

Please contact O'Neill Strategic Management for further information on any of the key areas of expertise that they can provide.

At the foot of the page are some examples of case studies that O'Neill Strategic Management has been involved in.

O'Neill Strategic Management has been involved in many challenges including making a strategic assessment for very high profile client namely the MOD Centre of Human Sciences. O'Neill Strategic Management was challenged with preparing a commercialisation strategy for the Centre of Human Sciences.

O'Neill Strategic Management was required to prepare a strategic assessment into the commercialisation of the centre and prepare a business strategy for this to happen. A detailed investigation was carried out with extensive research across many economic sectors where technology could be exploited. A database was established of interested organisations in the UK based on telephone contact and visits. These included multi-national companies in the oil industry.

The research was presented to the directors and the result was that the centre adopted the strategy and followed up the opportunities that O'Neill Strategic Management found.

Please see below for our most recent case studies

Client: EADS-Astrium                                                                                    

Industry Sector: Telecommunications / Space & Defence

Disciplines: Leadership, Transformation, Strategy, Governance,  General Management, Technology & Product Development, Operations, Team Building, Programme Management, Systems Engineering, Bid Management, Process Development, Trouble Shooting, Risks & Issues Management,

Role: Head of Electronics Products Group

Challenge: Transformation of Under Performing c£30M T/O Business.  

Remit: Become Interim Head of Products Group. Rapidly determine if products group performance can be turned around, if so develop a plan and implement, if beyond recovery advise the board on options. Staff reporting was approx. 130 people.

Solution:

•Developed new vision, business strategy and plans, technology strategies and management structure. Took business to next generation of equipment and avoided closure.

•Introduced performance monitoring, budgeting, resource planning and risk management procedures, contained delays and cost over-runs. Set clear measurable objectives for staff.

•Won c£15m of contracts for equipment on Spacecraft programme against fierce competition.

Results:

 Overall transformed business to become highest performing product group in the company. It went on to become centre of competence for RF and digital products across European Astrium business.

Client: Fujitsu Services                                                                 

Industry Sector: Technology / ICT / Defence

Disciplines: Leadership, Programme Management, Governance, Rescue, Transformation, Systems Engineering, Outsourcing, Negotiation, Trouble Shooting, Risk & Issue Management, Team Building

Challenge:

Remit: Rapid rescue and transformation of struggling c£100M programme comprising several contracts with MOD and improve client perception. Bring appropriate Programme & System Engineering processes to new business group.

Solution:

• Conducted urgent investigation and capability gap analysis to prepare transformation plan and present to Board for approval, whilst leading programme recovery. Major restructuring and staff changes agreed.

• Implemented and led recruitment of c40 additional staff, mainly interim and contractors to achieve goals.

• Programme transformation was achieved during major Fujitsu wide top to bottom redundancy and restructuring process. This created a further challenge in managing and motivating the programme team.

• Put in place programme and system engineering processes and discipline, professionalised the new business group to meet its goals, improving all stakeholders’ perceptions of the business group.

Results:

Improved MOD and Fujitsu UK Board confidence in management team put in place to deliver programme.

Delivery milestones were being achieved.

Client: EADS-Astrium                                                                                                    

Industry Sector: Telecommunication / Space & Defence

Disciplines: Leadership, Major Outsourcing & Procurement, Strategy, Governance,  Technology & Product Development, Team Building, Programme Management, Systems Engineering, Process Development, Trouble Shooting, Risks & Issues Management, Partnering – PFI.

Role: Space System Procurement and Engineering Management

Challenge: Delivery of SKYNET 5 Space System to Schedule and Budget

 Remit: Interim Space System Procurement Manager & Member of Prime Executive Management Team. To set up c£500m Space System subcontract, lead programme and engineering through from preferred bidder stage to PFI / PPP contract award, kick off spacecraft fleet procurement and lead all work streams through to successful formal subsystems and space system design reviews within global supply chain.

 Solution:

• Conducted gap analysis on contractual and technical requirements between: Customer Community, Prime Contractor (my role) and space system suppliers.
• Established a Space System Forum Integrated Programme Team, including customer community, prime and tier 1 supplier, to flesh out all issues and variations to reach Programme wide understanding and agreement on requirement.
• Continually assessed managerial and technical competence of space system supply chain to identify and mitigate concerns and minimise the substantial commercial risks inherent in the programme.

Results:

• Achieved agreement of scope and technical requirements between System Prime, customer community and tier 1 contractor, ensuring schedule maintained and risks considerably reduced. •Undertook with tier 1 make or buy decisions and influenced the critical selection of subcontractors. • Awarded certificate of achievement by client for "very significant contribution" to the SKYNET 5 programme.

Client: Microelectronics Multi-national

Industry Sector: Microelectronics / Automotive / Aerospace

Disciplines: Leadership, Transformation, Strategy, General Management, Technology & Product Development, Operations Management, Team Building, Process Development, Trouble Shooting, Risks & Issues Management,

Role: Head of Global Operations (COO role)

Challenge: Improve Business Attractiveness

Remit: Advise CEO on improvements to business to enhance market attractiveness (owned by venture capital group); hold P/L accountability on c£70M T/O, manage the strategic direction and day to day operations of around 800 people through a period of major transition.

Solution:

• Recommended to CEO on restructuring business into Aero/Defence and Automotive Divisions to improve effectiveness and sale attractiveness.

•Developed position paper for future direction of defence business.

• Led a range of initiatives in aero/defence business to improve business processes, champion new technology investment and move business to more added value offerings

• Initiated a capabilities gap analysis at the UK plant to identify organisational and process changes to improve: productivity, added value, lead times and profit.

• Prepared road map to increase Aero/Defence division gross margin by 10% GM;

Results:

• CEO initiated restructuring as proposed.

• The company invested in new technology championed.

• Low margin business dropped to focus on high add-value markets.

•adopted process changes began yielding stronger GM, by 4% in first year.

•thus enhancing business attractiveness.

• CEO very pleased with contribution to business.

Client: EADS-Astrium                                                                                    

Industry Sector: Telecommunications / Space & Defence

Disciplines: Leadership, Transformation, Outsourcing Management, Strategy, Governance, Team Building, Programme Management, Systems Engineering, Process Development, Trouble Shooting, Risks & Issues Management, Partnering

Role: Programme Manager REACH Directive

Challenge:  REACH EC Directive (Regulation, Evaluation & Authorisation of Chemicals)

Remit: Rapidly bring disparate ad-hoc REACH activity across European Satellites businesses under control and direction. Design transformation programme solution and implement phase one.

Solution:

• Assessed impact of business critical regulation and likely pace of implementation across supply chain.
• Managed all stakeholders and represented the client across Govt., EADS REACH Board and Astrium Operating Divisions.
• Prepared the necessary governance, strategy, implementation plans and budgets whilst developing a programme architecture and design solution.

Results:

• Assessed pace of impact of REACH on Astrium and structured solution and schedule accordingly.

• Established and led Europe wide REACH organisation and its governance board for client during definition and phase 1 implementation.

•Implemented communication strategy across Astrium from presentation to Boards and initiating companywide staff workshops.

• Developed novel REACH management solution: to satisfy timing and size of risks to client, to capture material data on millions of components.

• Was key stakeholder in requirement and selection of SAP-ERP (IT) solution to manage chemical content across supply chain to provide REACH regularity reports for chemical content of all Astrium products.

• Client was very pleased with on-time assessment and establishment of programme for handover to internal programme director

Client: Ministry of Defence                                                                                        

Industry Sector: Life Sciences

Disciplines: Strategy & General Management

Challenge: Prepare Commercialisation Strategy for the Centre of Human Sciences

Remit: The MOD Centre of Human Sciences was the largest centre in its field in Europe. The remit was to conduct a strategic assessment into the commercialisation of the Centre and prepare a business strategy for this to happen.

Solution:

• Conducted a detailed investigation into the cutting edge technologies that had been developed within the Centre.
• Researched across many economic sectors where each technology could be exploited.
• Established a database of interested organisations in the UK based on telephone contact and visits. These included multi-nationals in the oil industry.

Results:

Presented my research and proposed strategy to the Centre directors. The Centre adopted the commercialisation strategy and proceeded to follow up the opportunities found.

Client: Ministry of Defence                                                                                        

Industry Sector: Technology

Disciplines: Strategy & General Management

Challenge: Prepare Commercialisation Strategy for Nucleonic Technologies and Services

Remit: The MOD Centre for Nucleonic Protection Services was the largest centre in its field in Europe. The remit was to conduct a strategic assessment into the commercialisation of the Centre and prepare a business strategy for this to happen.

Solution:

• Conducted a detailed investigation into the cutting edge technologies that had been developed within the Centre.
• Researched across many economic sectors where nucleonic protection technology and associated services could be exploited.
• Established a database of interested organisations in the UK based on telephone contact and visits. These included multi-nationals.

Results:

 Presented my research and proposed strategy to the Centre director. The Centre adopted the commercialisation strategy and proceeded to follow up the opportunities found.

Client: Ministry of Defence                                                                                        

Industry Sector: Defence / Technology

Disciplines: Strategy, General Management, Transformation

Challenge: Organisational Conflict Management Systems and Tools

 Remit: There was considerable organisational change occurring in the MOD at the time. The client wanted a quantitative methodology to measure post reorganisation conflict and tools to manage the conflict fall out. He also wanted on behalf of the MOD evidence and research based recommendations on how to effect organisational change to achieve the minimum destructive conflict in its organisations

Solution:

• Extensive research into the field of organisational conflict was conducted.
• Quantitative methods were developed based on the research and past studies conducted across the world.
• The client's Centre was used to test the methodology with 100% staff participation in written and oral investigation.
• A detailed study paper was delivered on the research and investigation

Results:

 The investigation provided evidence that the five types of organisational conflict measured in the centre, following an imposed organisational change were lower than expected. Staff were mostly supportive of the changes and appreciated that the MOD was measuring the impact on its staff following change.

Client: Home Office - UK Government  

Industry Sector: Central Government
 

Disciplines: Leadership, Programme Management, Governance, Transformation, Systems Engineering, Outsourcing, Negotiation, Trouble Shooting, Risk & Issue Management, Team Building
 

Challenge:
 Remit: Urgently set up programme and governance for the Cyclamen Pedestrian Security System, develop infrastructure design solutions for each UK air, sea, rail port and pull through technical solution from prime contractor – SERCO and technology developer in the USA. The system included leading edge nucleonic detector technology and IT.
 

Solution:
•Rapidly initiated structure and governance of programme for very large number of implementation projects across the UK, with 10 work streams including Home Office, HMRC, Drivers Jonas, BAA, the Prime Contractor (SERCO) and other organisations.

• Introduced system engineering methodologies to minimise technical, commercial and political risks of rolling out immature technologies.
 

• Assessed resource requirements and implemented across programme with prime and subcontractors to meet challenging detector system and infrastructure delivery schedules. This involved the management of several hundred people.
 

• Introduced management and engineering processes across programme to significantly reduce Home Office exposure to technical, commercial and political risks.
 

• Led System through to Proof of Concept and infrastructure site solutions across programme, creating novel evidence based 3-D modelling approach to convince Port CEO’s of Cyclamen’s non-hindrance of passenger flow at busy terminals.
 

• Negotiated agreement with British Airport Authority for the implementation of Cyclamen at all their airports.
 

Results:
• Solid platform for the implementation of all the projects put in place.
• Severe security exposure to the UK rapidly mitigated by speed of organisation and implementation of the Cyclamen System across UK ports.
• Programme Director considered I had done a "brilliant job" in a short time.
 

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