A Unit of approximately 50 people within a Government Department needed to move to a much larger Government Department within the space of two months, an unusually fast time-frame for a move of this nature. This presented many challenges including: Different IT platforms in the original and new Department e.g. Google to Outlook Different pay scales and terms and conditions in the new Department Different processes and procedures in the new Department, with a more risk adverse culture Staff who had been through prior moves were suffering from 'move fatigue.' Heavy high-pressure staff workloads Requirement to minimise disruption to Ministerial support Merielle Ghali took a leading role in co-ordinating the move. Her remit was to act as the lead representative for the unit, advising and helping them to communicate effectively, and holding them to account. To ensure a smooth move, Merielle: Built relationships with key members of the new Department in advance Built change champions in each of the teams who were moving Participated in Director General level, and Weekly Change Team meetings and cascaded information accordingly Involved the Change Board, Change Team, IT and Facilities teams in weekly cascades to disseminate information and ensure direct two-way feedback Acted as a conduit between the Change Team and the staff affected by the move Tracked all aspects of the move, including FAQs, weekly updating and traffic light reporting The Change Champions were critical to the success of the move. Champions were selected from the Directorates of the Unit and were able to use their insight and networks to help Merielle gather and share information. Champions assisted on a practical level by owning logistics on move day itself. With an aggressive two-month time-line from announcement to move day, rapidly integrating the Unit into the culture of the new Department was it was a high priority. Merielle worked closely with staff to manage expectations, while ensuring that voices were heard, to reach sensible cost effective solutions. The two most challenging aspects of the move were IT and HR. Both were tackled with phased moves. The IT move happened over six months, so that staff could move to new systems gradually. Temporary wifi solutions were set up to support this, along with sessions with IT support and floorwalking. GOV.UK webpages were updated and Merille negotiated to have them set up as a stand-alone agency to future-proof the Unit for potential further moves. Unit staff were trained to upload their own content. Staff had concerns about differences in pay grades and terms and conditions across the two Departments. Merielle arranged opportunities for individuals to speak with HR to discuss concerns and understand the new working arrangements. Once individuals physically moved into their new office space, Merielle led on aftercare, managing queries and problems, with a list of live and often complex issues. One example was poor lighting, which required the procurement of special lighting. The Unit kept all records and logs to act as a blueprint for future moves. Staff feedback on the move was very positive, with staff saying that they felt wanted as part of the new Department. Merielle won two awards for her work supporting the move.
In 2014 Prederi was commissioned by the six CCGs in south east London to carry out a training needs analysis for care homes across the six boroughs of Bexley, Bromley, Greenwich, Lambeth, Lewisham and Southwark. The review covered both nursing and residential care homes, and targeted the outcome of reducing attendance at A&E and pressure on other parts of the system.
ILLY Systems Limited (Illy Systems) is a developer of specialist IT software solutions working in both the commercial and public sectors. After years of rapid growth, an expanding workforce was dealing with many parallel developments. With strong plans for growth, ILLY were keen to pre-empt & avoid future capacity issues. To achieve this, their CEO engaged Prederi to provide support in helping the company to understand how it could meet and pre-empt the future challenges and facilitate involvement from the whole team in addressing these.
Alinea Law Ltd., in addition to creating bespoke legal solutions for SMEs, undertakes large and complex consultancy projects across a number of sectors including healthcare, defence, education, engineering, construction, and oil and gas. Over the last two years, director Geoff Caesar has led in securing a valuable Ministry of Defence contract for a key client. The client is Affinity, an organisation that supplies aircraft for military in-flight training and, along with its client, Ascent, delivers technical training for the MoD's aeronautical elite. Negotiating various complexities and creating the solid legislative foundations that underpin this Private Finance Initiative bid have presented Geoff and his expert team with a series of interesting challenges, all of which they have successfully overcome. It is a landmark contract win for both Alinea Law Ltd. and for Affinity.
TellTrail is a unique social media platform based on privacy. With $21 billion lost to identity fraud  and 33% of young people exposed to unwanted sexual comments online , Founder Tony Amey decided to set up a social network built on privacy that users can trust, understand and control. Creating a social networking site with complex privacy provisions is a tough challenge. Tony worked with several developers on early versions of the product without success. The team who took the product to market in 2015 comprised five freelance developers, including Kye Etherton. Kye implemented the complex privacy requirements, and ran the robust testing processes crucial to delivering a product that lives up to its privacy claims. TellTrail.com launched to beta in 2015, and IOS and Android apps are currently in development.
One of the biggest challenges for Software as a Service (SAAS) companies is customer acquisition. Connecting with potential customers is a resource-intensive process. Sales teams need to focus their effort on identifying and nurturing the leads that are most likely to convert. Madkudu helped Geckoboard solve this challenge using predictive analytics. Geckoboard were able to discover non-obvious leads and work through fewer, higher quality Marketing Qualified Leads (MQLs) faster. As a result, Sales Accepted Leads (SALS) increased by 85%.
Lack of confidence and procrastination are common issues that block individuals from identifying and achieving their personal and career goals. Negative thinking and the resulting patterns of behavior can be very difficult to change, especially when they are reinforced through self-fulfilling prophecies and embedded beliefs about oneself. Achieving happiness, fulfillment and attaining career goals are possible for everyone. Practical techniques like interview performance can be learnt, and self-limiting beliefs can evolve.
Hibi Racs is a blogger, cookery teacher, community worker, and is training to be a nutritional therapist. After a diagnosis of Crohn’s disease, she underwent a series of physical and financial challenges that left her wanting to challenge the idea that eating healthily is expensive and difficult. As part of her work with the Shoreditch Trust, a charity based in the East End of London which works to reduce social and economic disadvantage, Hibi started writing about food and nutrition. She decided to turn her knowledge and experience into a business, so starting in September 2015 she set up the How To Eat For Less website.