Select case studies.

Tandem had a clear ambition for a new green home finance proposition, but open questions remained on structure, platform partner, regulatory path and sequencing.

Research-led vendor exploration, a high-level capability model and risk and governance foundations, plus honest challenge on scope and what the MVP needed to prove.

A credible proposition, a clear capability model, and the confidence to move to pilot deployment.

A division representing a significant share of a mid-market institution's lending had a clear return target and a digitalisation agenda spanning process, people, technology and data. Following a realignment of its change portfolio, the business needed to reappraise how the agenda could be delivered. A cross-functional team was mobilised to consider options for the Executive Committee.

Michael Atack was engaged to work with a senior customer leader to determine opportunities to deliver against its digital agenda over a rapid timeframe. The scope of review focused on assessing the current status of digital capability, future opportunities to enhance the current customer and colleague journey, a summary of key decisions to be addressed - and their implications - to inform the future digital agenda.

The Executive Committee was provided with an enhanced understanding of digital capability, a clear articulation of the future opportunities to enhance the customer proposition and colleague experience and the material questions to be resolved to inform the future delivery of digital capabilities.

To support its long-term growth agenda, the organisation had approved a major strategic change portfolio. A digital programme had to be mobilised, bringing together colleagues and a major consultancy to turn high-level strategic intent into a clear case for change and roadmap.

Michael Atack was engaged to mobilise the programme and establish the cross-functional team, meeting the requirements of the organisation's change delivery framework. Constructive challenge ensured the programme drew on both external research insights and colleagues' knowledge of the existing operating model.

Through establishing an integrated team approach and clear alignment back to the strategic intent, the programme exited Discovery successfully. Next-stage funding was secured, allowing the programme to move into definition and development of the enabling roadmap.