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Case Studies

Case Studies

What we have achieved with our clients.

The best way to tell the story of VISION is to describe what we've achieved with our clients and how.

Along our journey we have been fortunate to work with companies such as IBM, Cemex, General Motors, Lloyds TSB, Citi, Scottish & Southern Energy (SSE), RSA, Telefonica, Warner Music and many others.

We pride ourselves on delivering major operational and financial benefits - fast. Here is a summary of some of our results.

We have assisted:

  • One of the UK's fastest growing utility companies to grow its customer base from 2.5m to 5m customers.
  • A major financial institution arrest a 9-year run of falling revenues to 30% growth in 12 months. 
  • One of the largest UK banks develop a mortgage service line that moved from under a 1% market share to a 10% share in 18 months. 
  • A major international mobile telecommunications company to realign its management and culture to meet  the challenges of rapid revenue growth and geographical expansion.
  • A leading North American cement manufacturer to transform into a global industry leader.  
  • One of the world's leading ATM manufacturing and servicing companies to  raise their Net Promoter Score from 6% to 66%.
  • A leading German engineering company to earn the highest profit margins in their industry.

At VISION we like to tell our stories so please contact us, and we will share with you how we have worked alongside our clients to achieve such transformational results.


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VISION: Case Studies: Financial Services

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Aligning people and practices to deliver effectively

In the middle of its toughest-ever project, Citi's Product Design and Development (PDD), a large applications development and integration group, found itself in what software author Edward Yourdon calls a "death march project": the likelihood of being way over budget and very late was approaching 100%.

PDD, with a team of over 550 assigned to this project, was the biggest of 42 such groups within Citibank. It had committed to a two-year, US$350 million development project to shift the bank's US retail banking system from a traditional product and geographic structure to one that would provide consolidated services across all products and locations to individual customers.

Running late

On occasion, PDD had delivered high-stakes projects late and over budget, despite good project management practices and first-rate people. However, the political consequences of being late on this project looked bad for the bank, PDD, and all the people involved. PDD managers were bracing themselves for a year or more of heroic effort in the face of antagonistic critics.

Consultants who now work for VISION worked for a year with PDD executives and management in a four-phase engagement. PDD delivered the project on time, on budget and to the satisfaction of its customers.


Following a week of interviews and analysis, the consultants met with the top 40 PDD managers for two days. The consultants confirmed what the managers had suspected - the project was in deep trouble. The consulting team identified the source of the difficulty and an opportunity to repair the situation:

  • Coordination practices that were not up to the scale of the project
  • Project management roles that would not allow the speed that PDD needed
  • Widespread mistrust at all levels of management.
  • Management redesign

A joint team refined and implemented the consultants' recommendations, including a redesign of PDD's management structure and the introduction of new practices for project management. The consultants introduced new communication and coordination practices and provided extra coaching to senior executives, tailored to their particular management needs.

Coordinate people

At a critical phase in the engagement, the consultants informed PDD that, to succeed in the overall project, project leaders would have to get groups of people who weren't used to working together to collaborate with each other. The team designed and implemented new processes to help to bring these people together quickly, to work effectively with one another. By implementing this design, PDD managed to avert a potentially catastrophic project threat.

Building capabilities

While the project was underway, and in the middle of the consultant's engagement with PDD, Citi declared that all its application development groups must attain a level three ranking in the Capability Maturity Model (CMM) within two years. Developed at Carnegie Mellon University, CMM provides a grounded framework for gauging the maturity of an organisation's software development processes and identifying key practices required to increase the maturity of those processes.

At the time, PDD was ranked a Level One on the 1-5 CMM scale. At PDD's request, the consultants helped the group rebuild their software development and process management skills so that they achieved Level Two and were prepared for Level Three, all in the middle of the same project.

Results in record time

  • National implementation of the new Citi retailing system began on time and on budget
  • The PDD organisation significantly improved its capability to design and manage large, complex projects
  • The morale of PDD employees improved dramatically during the engagement: ambition replaced doubt as the prevalent mood
  • The development organisation attained CMM Level Two in what the independent CMM assessor described as "record time". The average transition period had been 26 months. PDD made the jump in just 12 months.





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Global Investment Bank
Intelligent Finance
Lloyds TSB Scotland
Pensions Unplugged


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