We've rebranded to Curzon Consulting
17th July 20191 Minutes
We are delighted to unveil Curzon & Company’s new branding, website and name… Curzon Consulting.
This rebrand reflects Curzon’s bold, innovative and collaborative approach to management consulting.
A bold new visual identity
Curzon has come a long way over the last 16 years. Our new website and refreshed visual identity reflects our bold approach to consulting and our focus on delivering tangible outcomes.
At the heart of our refreshed branding is a strong commitment to working collaboratively with our clients to deliver future growth.
It was important to create a brand identity that resonates with our team and our clients. Working with design agency Hamilton Brown, we tested early design concepts and website architecture with everyone in the company to ensure that every aspect “felt like Curzon”.
We understood the importance of user experience in our digital approach and collaborated with clients and internal team to test navigation and content:
- User experience design (UX) – to enhance customer satisfaction we have improved ease of use and navigation, which we tested with our clients before launch
- Optimised for Search (SEO) – to ensure our content can reach the people who need us most, we designed our website with search engine optimisation in mind
An improved digital experience
Compare our website homepage before and after the rebrand:
We’re very proud of the result and we hope you like it
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Reducing 30 day re-admissions by leveraging patient remote monitoring solution
The issue
- Colorectal surgery (related to cancer) accounted for 27% of the total case mix for a large healthcare system
- Colorectal surgery department noticed a steady increase in the number of patients returning back to the Emergency Room (ER) for non-urgent issues over a 24-month period
- 30-day readmission rates were significantly above the national average
- Based on an initial internal assessment, the hospital management and colorectal surgery department hypothesized an issue with the patient discharge process
- Established a cross-functional team to perform a root-cause analysis of the entire patient journey and flow
- Mapped the entire patient journey and flow and identified a number of improvement opportunities
What we did
- Designed a pilot study to test a new discharge process enabled by technology
- Enrolled 97 patients, focusing on younger more tech savvy profile who were open to self-managing recovery during post-operative phase
- Identified root-causes of readmissions into ER (over 78% non-emergency which could have been avoided if patients were better educated and informed during the discharge process)
- Redesigned the discharge programme with a greater focus on patient self-management enabled by smart technology
- Sent patients electronic reminders to help keep them on-track with recovery milestones
- Established post-discharge daily check-ins to track stoma output, incision photos, pain levels, bowel function, etc.
- Implemented algorithms to flag patient issues and automatically provide feedback to patients on how to self-manage or how and where to find relevant support
- Developed intelligent notifications to automatically notify clinical team members if patient at risk
- Designed and implemented a dashboard with real-time reports and analytics to help the care team understand a patient’s post-operative concerns, trajectory of recovery and ways to improve patient experience
The results
- Delivered a 72% reduction in 30-day re-admissions
- Avoided 7 ER visits which were resolved through triage via telephone consultation or outpatient clinic
- Improved patient satisfaction scores by 24% (compared to baseline pre-launch)
- Based on the success of the programme, supported client to identify other surgical programmes to roll-out similar solution
An award-winning team
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Leveraging procurement to increase profitability of orthopaedic services
The issue
- Many suppliers (18+) resulting in reduced spend leverage
- Prosthesis selection based on supplier systems familiarity not generic technical spec
- Large cost variances for similar hip and knee systems from supplier to supplier
- Large amount of “additional” costs associated with instrumentation and loan kits
- Huge variety in ‘same’ type of hip and knee systems (7+ systems for each)
- Too many system variations (75+) resulting in staff needing to be trained on many systems/brands
- Varying published data to support clinical outcomes of implants resulting in low predictability of patent outcomes
- Huge cost-per-procedure variance impacting profitability at Orthopaedic Consultant and Hospital level
- Need to increase profitability
What we did
- Increased spend with fewer, more capable suppliers
- Established patient profiles. Use patient profiles to guide system selection
Linked into project to Care Pathways - Established minimum acceptance of prosthesis outcomes (leveraging ODEP ratings for both hips and knees)
- Established dedicated training for Orthopaedic Consultants and clinical staff
- Renegotiated with partner suppliers based on redistributed business (volumes)
- Established traffic light reporting for Ortho hip and knee (cost and compliance to agreement)
- Established a clinical advisory group to evaluate innovation and agree protocols to be followed by all Orthopaedic Consultants across the Group
The results
- Delivered 22% in annualised savings through volume leverage and brand/system standardisation
- Reduced clinical risk by only allowing 10 or 10* ODEP rated products and eliminating Orthopaedic work at low volume sites
- Increased profitability substantially which allowed the BD teams to improve NHS and PMI contract win rates
- Reduced supplier power (demonstrated appetite and willingness to shift balance of power)
- Improved patient satisfaction and outcomes by channeling more work to Orthopaedic Consultants with higher PROMs scores
- Reduced subjectivity by ensuring system selection based on patient profile
- Standardised length of stays for given procedure and patient profile
An award-winning team
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Evaluating structural entity options for a new arm of government transport body
The issue
- Embryonic consulting business established one year ago by a local government body responsible for transport, to monetise and deploy in-house specialist experience
- Consulting business deeply embedded in one of the organisation’s existing holding companies
- Business had not yet established the appropriate frameworks for managing revenue, project delivery, Intellectual Property and assets
- The client wanted to review the optimal entity structure for its Consulting business in order to better drive commerciality
- Strong desire to set up the Consulting business using an entity structure that fostered commerciality and leveraged in-house resources in the most optimal way
- Clear focus on building a profitable revenue funnel, self-financed growth, better IP and asset monetization, capitalisation on tax benefits, simplified and robust governance and transparent risk management
- Aim to start competing for, or partnering with big organisations to, deliver Advisory, IP and Operations & Maintenance contracts
What we did
- Conducted an exhaustive benchmarking exercise to provide the client with insights into how other service utility organisations have established successful Consulting businesses
- Defined a robust set of design principles and considerations for reference throughout the operating model design exercise
- Identified and shortlisted a set of structural options following a complete option evaluation in terms of feasibility and suitability
- Conducted end-to-end scenario testing, using carefully selected in-flight example bids, across the shortlisted structural options
- Refined the final structural model based on outputs of the scenario testing, for proposing to the client’s Finance Committee.
The results
- A benchmarking report, providing a crystallised view of the comparator landscape, including assessment of comparator suitability, and a summary of key insights and recommendations
- A report outlining the full assessment of entity options against a set of robust criteria and the rationale for down-selection
- A recommended structural model, clearly outlining three distinct entity options catering to the distinct requirements of each activity stream
- A high-level timeline illustrating implementation options and a trajectory of maturity
- A concise, crisp report containing key messaging for the Client to socialise to key stakeholders in order to secure Board approval
An award-winning team
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Unlocking over £20m in increased gross margin at a major health insurer
The issue
- Shrinking customer base
- 13 legacy books and numerous policy variants causing customer and staff confusion
- Operationally complex to manage – high cost to serve
- Existing proposition and pricing created trigger points for customer exit
- Customers not segmented by value
- No differentiated renewal or save strategies
- Not pricing for risk or maximised value retention
- Poor customer journey: passed from function to function, advisors not empowered
What we did
Designed & executed a pricing, product and service migration of all policyholders to one new modular product
- Developed new proposition which drove retention of high value customers and higher return from lower value customers
- Built in upgrade/downgrade ‘right-size’ choices to mitigate competitor switching
- Created pricing engine enabling all business to move to NCD-based policies and set renewal premiums to optimise gross margin
- Cut expected IT lead time to launch from 12 to 3 months
- Changed customer communications and management processes to de-risk customer disruption & loss
- Engaged Legal and regulator on ‘automatic renewal’ plans throughout
- Piloted the transition on 2 highest lapse-risk books to ensure error-free process and no adverse increase in lapse rates
The results
- Exceeded the £20Mpa gross margin improvement target
- Reduced customer loss by 25%
- Improved operating cost ratio from 30% to 16% with greatly improved IT flexibility
- Excellent customer and FSA feedback
- Successfully rolled out from personal to SME & Group schemes
What our clients say
“As a result of Curzon’s support a strategic and digital leap has been made in how we manage the entire asset lifecycle to transform our Developer Service experience. This is a programme and a product that sets a new benchmark within the industry.”
Jason Tucker
Director of Alliances & Integrated Supply Chain, Anglian Water
An award-winning team
CONTACT US TO FIND OUT HOW WE CAN HELP
Performance turnaround at global construction product manufacturing group
The issue
- A European headquartered global construction product manufacturing & distribution group with a C. and S. American Division located across 14 countries
- The Division was consistently the worst performing business unit in the Group
- Interventions from Europe had failed to address the issues and turn performance around
- Performance was poor with an EBITDA generation significantly lower than the Group average
- Underperformance was a consequence of a multitude of issues: poor sales disciplines, inefficient production, lack of adequate cost management and ineffective leadership
- Previous attempts to turn the business around with other consultancies had failed
- The challenge was not only to quickly improve performance, but to set up the business for sustainable profitable growth
What we did
- With our Alliance Partner for C. and S. America, Curzon established a programme team to implement a comprehensive change effort
- A focus on commercial performance including pricing management and product mix optimised the market opportunities and stopped margin give-away
- Introduction of lean practices in manufacturing and distribution facilities improved productivity and started to tackle excess inventories
- Organisational changes were made to reduce management overheads and to streamline support functions
- Initiatives were piloted in country businesses and the learning was transferred to other business units through a centrally managed process to coordinate and accelerate the impact
The results
- Within one year the division rose from the worst to the best performer in the Group
- The combination of programme and other initiatives were delivering measurable bottom-line savings with a headline profitability run-rate that had tripled
- Change was happening on a broad base and over 1000 staff across multiple countries were involved improving the business
- Capability development and introduction of new tools, disciplines and ways of working had provided a solid platform to sustain the results
An award-winning team
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Company-wide performance improvement at UK water utility
The issue
- Ineffective incentive structure resulting in organisational silos & sub-optimal performance (in-house and contractors)
- Limited long-term planning and investment as result of weak and inaccurate in-house Asset Knowledge
- Legacy support services from merged smaller companies resulted in fragmented internal processes
- Lack of job prioritisation and adequate planning leading to poor productivity & rework
What we did
- Development and introduction of single performance management framework and incentive system to drive efficiency and customer focused culture
- Implementation of an Asset Capability Centre focused on three capability areas: Physical Asset Management, Stewardship & Delivery; revalidated proposed Capex and ran adaptive approaches on costs
- Implemented regulatory compliant Shared Services with revised governance, improved service levels and cost efficiencies
- Redesign and implementation of new job initiation, planning and scheduling processes
The results
- 20m annualised improvement in Totex
- Annualised Capex avoidance of c£18m throughout the regulatory period
- Annualised Opex reduction of c.£3m
- 25% reduction in shared service cost base
- 20% productivity increase in Field work, 30% increase in RFT and 10% reduction in Customer Complaints
£20m
annualised improvement in Totex
£18m
annualised Capex reduction
c£3m
annualised Opex reduction
25%
reduction in shared service cost base
20%
productivity increase in Field work
10%
reduction in customer complaints
An award-winning team
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Change management optimisation at a UK retail bank
The issue
- Unprecedented customer growth & branch expansion coupled with focus on improving service delivery and customer satisfaction placed pressure on our client to deliver greater and more complex change
- A need to improve the architecture and governance of business process change
- To ensure change management is ready and optimised for successful delivery of current and downstream change demand
- Rapid growth brought complexity & uncertainty
- There was a need for tightly defined governance mechanisms supported by a standardised way to adhere to change
What we did
- Designed framework for a multilevel business change process architecture to facilitate effective governance
- Translated the framework into a new change management model with new working practices & Balanced Scorecard
- Consistent communication and deployment in line with organisation’s need
The results
- Building blocks in place for bank to deliver its growth strategy securely
- Reduced change backlog
- Change management framework to drive sustainable change and maximise results implemented across bank operations
- Agreed metrics/KPIs at selected organizational levels including baselines and targets
What our clients say
“As a result of Curzon’s support a strategic and digital leap has been made in how we manage the entire asset lifecycle to transform our Developer Service experience. This is a programme and a product that sets a new benchmark within the industry.”
Jason Tucker
Director of Alliances & Integrated Supply Chain, Anglian Water
An award-winning team
CONTACT US TO FIND OUT HOW WE CAN HELP
Improving customer satisfaction at a leading retail and commercial bank
The issue
- Continuing declines in NPS and CRI scores across retail and commercial customer bases
- Board’s ambition was to achieve market-leading customer recommendation levels
- Ongoing customer service challenges driving up customer dissatisfaction ― but unclear as to true extent and causes
- Big gaps between customer expectations and delivery
- True extent of customer dissatisfaction not identified or addressed, and NPS surveying not used to mine for triggers. 40% of customers thought they had complained vs 4.5% recorded
- Reality was 45% of customers who’d formally complained were dissatisfied with complaint resolution, making them far more likely to churn (62%)
What we did
Designed & executed a pricing, product and service migration of all policyholders to one new modular product
- Worked across retail and commercial banking operations to understand and map impacts of service failures and complaints response on NPS and CRI scores
- Identified biggest linkages between types of service failure, quality/ timeliness of complaint resolution, and the creation of Detractors
- Surfaced major under-reporting of complaints and inaction where known detractors continued to be detractors
- Developed set of targeted remedial actions to apply at point of service failure or complaints to prevent creation of detractors or convert them into neutral/advocates, minimising risk of eventual lapse
- Defined how to cost-effectively and proactively pinpoints and stop service failures occurring
- Designed operational changes in four customer management areas across Retail & Commercial Banking to reduce service failure and complaints volumes and costs
The results
- Recommendations agreed by both divisions
- Transition plans delivered
- ExCos in implementation
- Reported improved NPS & satisfaction rate scores
- On-target run-rate cost reduction benefits
What our clients say
“As a result of Curzon’s support a strategic and digital leap has been made in how we manage the entire asset lifecycle to transform our Developer Service experience. This is a programme and a product that sets a new benchmark within the industry.”
Jason Tucker
Director of Alliances & Integrated Supply Chain, Anglian Water
An award-winning team
CONTACT US TO FIND OUT HOW WE CAN HELP
Increased operating profit at glass manufacturer
The issue
- Our client, a manufacturing site for automotive glass had struggled to break-even through four years of plummeting demand
- The site’s future was in doubt unless it could quickly demonstrate growth in efficiency and competitiveness
- Cultural resistance to change
- Strain on production teams
What we did
- Operational analysis identifying where, why & how greater efficiencies were achievable
- Designing & managing transformation pilot, measuring effectiveness
- Prioritised roll-out, training & robust project governance
- Worked with management to embed leadership skills & capabilities
The results
- Our work delivered benefits exceeding €10m annualised operating profit & €20m working capital reduction
- We helped our client become a Group-wide exemplar of best operating practices and re-establish its position as a market leading producer
- The transfer of crucial capabilities to the local team has enabled sustainable change
- San Salvo is now a credible, long term engine of growth
- Our work was awarded “Highly Commended” at the MCA Awards for Change Management in the Private Sector
What our clients say
“As a result of Curzon’s support a strategic and digital leap has been made in how we manage the entire asset lifecycle to transform our Developer Service experience. This is a programme and a product that sets a new benchmark within the industry.”
Jason Tucker
Director of Alliances & Integrated Supply Chain, Anglian Water
An award-winning team