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Case Studies

Linking business development with Investors in People

Morton Hodson's David James worked with each of the five regions of a national contractor to develop a staff development framework that led successfully to each of them being recognised as an Investor in People. Follow-on work helped them to develop their systems further and merge the five separate recognitions into one which, when complete, will cover all five original business units and two subsequent acquisitions.

Project management delivering on time and under budget

The building of new Academy Schools is a Government initiative being delivered through the DfES. The programme replaces failing schools and builds new schools in challenging areas. These are complex projects costing about £25m over thee years and the Overall Project Manager (OPM) has to represent a number of stakeholders. Time and money constraints are the biggest challenge and the OPM has to use a broad range of skills to ensure that all aspects deliver the required outcome - the Academy opens on time. Morton Hodson's Paul Rose has already managed two successful projects for United Learning Trust - Lambeth Academy, which was completed on time and £600K under budget and Northampton Academy which opened on time and to budget.

Interim management delivers annual catalogue

The client company is one of the leaders in the Christmas and floral decorations markets. Each year Morton Hodson's Bob Crawley is charged with producing its annual trade catalogue showing over 2500 products or sets of products in the range. Timing is always critical with the printed catalogue, including an on-line version, required for a trade fair early in January and the project takes about 7 weeks from start to finish. Other work for the same client includes assistance with recruitment and business planning.

Planning and managing for an online e-auction

Roddy MacLeod’s assignment was to assist the client, an agency supplying nurses and care workers to hospitals and care homes, in their participation in a 3-day e-auction covering the supply of nurses to the NHS in London for a three-year period. There were 144 different elements to bid against in each of three auctions and it was also clear that no one agency could meet the needs in any of the 14 categories. There were likely to be 100 bidders so there was a need to balance the potential profitability of the contract against the ranking position. The target was to be within the top 25 at the end of Day 1 and a final ranking of between 10 and 15 on the basis that this was likely to give the optimum balance. In advance of the auction days Roddy prepared very detailed models showing the effects of different price changes both on individual line items and on the total profitability of the contract. The limits of authority were also agreed as well as the walk-away position. During the auction process Roddy monitored on-screen the constant feedback which became increasingly active as the auctions neared the end of the six hour time allocated to each day. The final rankings achieved in each auction were 13th, 10th and 13th and the client was selected to go through to the last stage of the process involving final contractual negotiations and detailed NHS assessments.