Aspero Consulting

Case Studies

The following case studies are examples of recent projects delivered by our founders and associates. Please contact us if you would like to discuss how we can help your organisation.

1. Diversifying and Growing

Objective
A client’s Chief Executive approached us to help them diversify and grow by acquisition.

Method
After analysing their strengths and weaknesses, we recommended improvements in business development and sales processes, as well as their search for acquisitions. We then worked with their directors to plan and secure new streams of income and to draw up a shortlist of potential acquisitions.

Impact
As a result, our client decided not to make an acquisition, but instead to focus on securing new contracts in an area related to their core business. We helped them bid successfully for two new, major streams of income which delivered profitable growth, without the costs and risks of acquisition.

2. Improving Efficiency

Objective
Our client needed to improve the efficiency of training delivery without reducing the quality of teaching and learning.

Method
We analysed each component of cost in the delivery chain, and compared unit costs against our database of benchmarks. We then reviewed under-performing areas with the client’s quality team, and set up a team of verifiers and tutors to re-define the processes and objectives which would have greatest impact. The resulting improvements were piloted before being rolled out across the whole organisation.

Impact
Both quality and efficiency started to improve within three months, with higher success rates, lower unit costs and improved learner satisfaction.

3. Improving Management Information

Objective
Our client’s Executive Board asked for a review of their management information and monitoring processes, to ensure they had appropriate information and assurance. Their principal concerns were governance, risk management, staffing resources and financial performance. In particular, they wanted earlier notification when project risks increased.

Method
We quickly identified the business priorities and drivers of key activities. To help the Board govern a complex business, we identified the need to focus on four key business processes. We worked with their team to recommend new management reports, focused on metrics for finance, projects, risk and new opportunities. We were also asked to recommend changes to resourcing in order to improve performance and reduce risk.

Impact
Through better information, the Board were able to make more effective decisions on where to allocate resources and when to pursue new opportunities.

4. Reducing Programme Risk

Objective
Our client’s Chief Executive was looking for a project manager and to run the programme office for an international event with a high political profile.

Method
Our consultant carried out a short review and recommended that existing staff should continue to manage regular progress reporting, but more emphasis was required on cross functional dependencies, risk mitigation and quality management. As project manager, our consultant helped the team focus on key deliverables and early identification of problems, giving greater assurance to the Board and to external stakeholders.

Impact
The Chief Executive said that without our consultant’s contribution “I am sure the project would not have been as efficiently delivered, and the individual elements would not have been integrated as well as they were.  He played a crucial role in devising, establishing and implementing a benefits realisation framework – without which we would not have been able to demonstrate the substantial impact of our event”.

5. Engaging Stakeholders

Objective
A government department was looking for assistance in capturing a wide range of stakeholder input to contribute to a new strategy.

Method
The assignment entailed the design and delivery of intelligence gathering, with qualitative and quantitative questionnaires, facilitated workshops and semi-structured interviews to validate findings. We designed and delivered a series of interviews, both face to face and via telephone. We also designed and delivered imaginative facilitated workshops that encouraged participation and captured a rich source of input in a short time.

Impact
The stakeholder engagement was successfully completed to time and budget and produced high quality input for the strategy, with enthusiastic feedback from the stakeholders.

6. Transformational Planning

Objective
Our client’s Chief Executive was looking for a transformational business plan, capturing the imagination of staff and delivering clear improvements in quality and financial terms.

Method
We started with customers’ feedback, challenging teams to prioritise changes which added most value. By creating a cross-functional planning team, we moved the focus from just financial budgeting to review all aspects of the organisation. The board were asked to prioritise a long-list of changes, which the planning team then converted into detailed actions and budgets. The final step was to assess risk, and prepare contingencies if some of the changes were not successful.

Impact
The effect was to increase teams’ motivation and commitment to a challenging plan. Contingency planning also allowed adjustments to be made more flexibly month-by-month.