| Client |
Value Proposition / Service Offering |
Project Summary |
| MTN SP |
Strategy translation and operationalisation |
Strategy and business planning facilitation, alignment and integration in a Sales and Service environment |
| |
|
|
| MTN SA |
Governance and compliance development |
Program management of a cost efficiency program, including facilitation, process governance and benefits tracking |
| |
|
|
| MTN SA |
Managing people change |
Program management of a restructure within the finance and legal and regulatory functions |
| |
|
|
| MTN SA |
Business Case development |
Business case development for infrastructure upgrades and property development |
| |
|
|
| Silica (Pty) Ltd |
Business process design and optimisation |
Mapping and analysis of the current AS-IS end-to-end business processes and associated business rules of LISP for the five identified processes |
| |
|
|
| Momentum Financial Services |
Strategy development |
Development of a Driver Tree Hierarchy |
| |
|
|
| MTN SA |
Business process design and optimisation |
Project aimed to change the way in which MTN deploys its network, and to ensure that Fixed Assets, from a Network perspective, are properly tracked and managed. |
| |
|
|
| PUTCO |
Issue Based Consulting and Business process design and optimisation |
Developed and presented recommendations and key business cases to optimize efficiencies in people working environment and maximize the benefit of technology investment.
|
| |
|
|
| MTN FDO |
Issue Based Consulting and Business process design and optimisation |
Analysis of Year End Financial process to determine problems areas with actionable recommendations and documented process for new solutions covering people, process and technology. |
| |
|
|
| FirstRand Banking Group |
Issue Based Consulting and Business process design and optimisation |
Project aimed at the mapping and analysis of the as-is process, identification of issues within the Month End Financial Reporting process, and providing recommendations to enhance and facilitate the process.
|
| |
|
|
| FirstRand Banking Group |
Business analysis and requirements definition, design and development |
Project aimed at the documentation of the minimum reporting requirements (statutory and regulatory) in a Chart of Accounts format, with the objective of improving standardization, flexibility, accuracy, automation, scalability, and granularity. |
| |
|
|
| FirstRand Banking Group |
Solution Based Consulting: People and Business process design and optimisation AND Change Management |
Establishment of the role of Custodian to govern the financial reporting minimum reporting requirements framework, through the formulation of the process, maintenance requirements, role and responsibilities. |
| |
|
|
| FirstRand Banking Group |
Decision support solution AND People Change Management |
Development and implementation of a measurement system (dashboard) and a collaboration tool. |
| |
|
|
| FirstRand Banking Group |
Strategy development, refinement and improvement and strategy translation and operationalisation, AND People development, AND People Change Management |
The formulation and implementation of a communication strategy, framework and communication plan, and development of an orientation programme for new and existing Financial Accounting staff. |
| |
|
|
| FirstRand Limited |
Strategy development, refinement and improvement |
Development of an information strategy and architecture. |
| |
|
|
| SAS Institute |
Issue Based Consulting |
Analysis of professional services practices, providing recommendations on how to turn the division around and instil best practices |
| |
|
|
| SAS Institute |
Project and Program Management |
Established a PMO and outsourced all project management of SAS implementations to Blue Platinum. |
| |
|
|
| SAS Institute |
Strategy translation and operationalisation |
Translated the high level strategy into operational terms, including PDCM models, Org Structures, and Roles and responsibility Development. |
| |
|
|
| Kyocera Mita South Africa |
Strategy development, refinement and improvement |
Facilitated the development of Kyocera Mita South Africa’s Corporate Strategy, as well as translation of the strategy into operational terms.
|
| |
|
|
| Kyocera Mita South Africa |
Business process design and optimisation AND
Organisational Design |
Developed KMSA’s entire BPVC covering both primary and support activities, identified bottlenecks and other inefficiencies, then redesigned all processes taking into account the end objectives. Furthermore, roles and responsibility designs were completed for all roles. |
| |
|
|
| Incredible Connection |
Business process design and optimisation |
Assessed IC’s Store BPVC to identify bottlenecks and inefficiencies. Thereafter the processes were redesigned to be more efficient and according to end objectives. |
| |
|
|
| JD Group |
Business process design and optimisation AND
Business analysis and requirements definition
AND
Programme management |
Defined new business rules and business processes to ensure JDG’s compliance with the National Credit Act. Thereafter these requirements were translated into System Requirements for input into new systems design. Blue Platinum managed the system design and development project |
| |
|
|
| JD Group |
Programme Management, Business process design and optimisation, organisation structuring, requirements development |
Managed a programme to establish financial services as a separate business within the JD Group with the associated business processes, organisation structuring and requirements development for new systems / system changes |
| |
|
|
| JD Group |
Decision support solutions: Business Intelligence definition, capacity building and management |
Defined requirements, established the BI team and systems and managed the delivery of information to the business. Set up service levels between Business, IT and external service providers |
| |
|
|
| Maravedi Financial Solutions |
Turnaround programme |
Managed a turnaround programme to facilitate improved business performance |
| |
|
|
| Arcus Gibb |
Strategy development, refinement and improvement and strategy translation and operationalisation |
Facilitated the development of Arcus Gibb’s Corporate Strategy, as well as translation of the strategy into operational terms. |
| |
|
|
| Sandvik |
Strategy development, refinement and improvement and strategy translation and operationalisation and Business requirements definitions |
Built Driver Tree Hierarchies for Sandvik’s Field Services division to design a divisional dashboard and create Business Requirements Definitions for the system design |
| |
|
|
| Sasol |
Business process design and optimisation |
Redesign and capture of business processes, according to new end objectives
|
| |
|
|
| Scinetic |
Strategy development, refinement and improvement and strategy translation and operationalisation |
Facilitated the development of Scinetic’s Corporate Strategy, as well as translation of the strategy into operational terms. |
| |
|
|
| Splashworks |
Strategy development, refinement and improvement and strategy translation and operationalisation |
Facilitated the development of Splashworks’ Corporate Strategy, as well as translation of the strategy into operational terms. |
| |
|
|
| Splashworks |
Business process design and optimisation and Organisational Design |
Assessed Splashworks’ warehouse BPVC to identify bottlenecks and inefficiencies. Thereafter the processes were redesigned to be more efficient and according to end objectives. Furthermore, roles and responsibility designs were completed for all roles. |
| |
|
|
| Splashworks |
Issue Based Consulting |
Issue Based Consulting
A detailed analysis of Splashworks’ sales figures and activities was undertaken, with recommendations on revised PDCM models and selective client retention. |
| |
|
|
| Econet |
Issue Based consulting: Financial consolidation system project audit |
Audited an implementation of a financial consolidation system and provided findings, implications and recommendations for improvement |
| |
|
|
| Nedbank |
People change management |
Change management for the adoption of the Advanced Measurement framework for measuring operational risk as part of the bank’s Basel II implementation |
| |
|
|
