UK’s Leading Managing Consultants 2020
We have been named as one of the ‘UK’s Leading Management Consultants 2020’ by the Financial Times. We are recommended in four categories:
Sectoral expertise
- Construction & Infrastructure
- Financial Institutions & Services
Consulting services
- Operations & Supply Chain
- Strategy
Managing Partner Andrew Morgan said
We are delighted to be comfortably in the top 40 UK management consultancies alongside some well known brands. This reflects our dedication to delivering results for clients in our chosen markets through strategy, operational and digital transformation.
2019
This is the second year that Curzon Consulting have been recognised in this special report. In 2019 we were recommended or frequently recommended for consulting in strategy, financial institutions, and construction & infrastructure.
Methodology
Compiled with data company Statista, the annual rating is based on recommendations by clients and peers. Statista compiled results based on recommendations. As a result, consulting companies are awarded Bronze (recommended), Silver (frequently recommended) or Gold (very frequently recommended).
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Building organisational capability to drive rapid performance improvement
The issue
- Curzon Consulting were initially engaged to define the programme efficiencies of a public body with a target of £302m for the current investment period
- Alignment of financial targets and scope at scheme level enabled us to provide assurance that the programme will succeed
- It also revealed that there were some critical underlying issues around people and processes that needed practical solutions
- Project configuration and change control were not historically managed well across the programme; project baselines were not agreed/recognised, and redesign often occurred
- There was an embedded Process Compliance culture. People were more concerned on outputs and checklist completion than project outcomes and performance
- There was inconsistency in capabilities and performance among the PM community. Projects seemed to follow contractor’s agenda rather than the client’s
- Project and programme performance was poor and in general all projects were over budget and running behind schedule, costing millions to the Programme
What we did
- Assessment of the management capability to implement change and mobilise the workforce
- Analysis and prioritisation of the project management capability gaps for current and future operating model
- Project lifecycle process mapping to understand gaps, levers and weak points
- Communication of spend profiles to focus on project high cost and critical path activities
- Reinforcement of the role of the PM in the operating model and the support available from specialist functions
- Development of an on-the-job training approach to deliver immediate results and simultaneously start to address the capability challenges for long term results
- Focus on people behaviours around process adherence and promote and install an intense focus on project performance to achieve the Programme’s objectives
- Set performance indicators that were aligned towards outcomes, rather than outputs, to bring performance visibility
The results
- Established a holistic view for an integrated project configuration and control framework. Programme has visibility on project progress and Project Manager development
- Increased alignment to project configuration and adherence to the baseline
- Created and installed a clear set of impactful project cost, schedule and risk related metrics. These are now being used for project performance management
- Improved forecast stability and reduced risk exposure
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Andrew Wilson
Partner, Infrastructure
+44 (0)1653 628596
Andrew is a seasoned strategy and transformation consultant with experience across Africa and the UK.
His background is in capital projects, energy, mining, and sustainability. He has a passion for the crossover between productivity, growth, and sustainability, complemented by his qualification from Cambridge University in Business and Climate Change: Towards Net Zero Emissions.
Andrew has built mines, towns, roads, and power plants, and he aims to keep building using a sustainability lens.
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Gregory Stojakovic
Principal
+44 (0)1653 628596
Gregory is a Principal with experience in strategy and operational efficiency projects. His skills include the development and implementation of new business functions, operating model design, governance, data driven decision making, operational efficiency, and digital enablement.
He has worked with multi-national organisations across manufacturing, aerospace and defence, design and engineering consulting, public sector, and FMCG.
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Stuart Kitching
Head of IT & Creative Services
Stuart has led the Creative Services and IT department at Curzon Consulting since 2005.
He provides quality assurance for all communication material and manages Curzon Consulting’s IT infrastructure.
