A Client Case Study
Following the takeover of an Australian/NZ subsidiary of a global organisation by an ASX top 20 company, the subsidiary’s brand needed to be removed before a contractual deadline. The scope of rebranding was significant, and included: system-generated customer communications, marketing and product collateral, websites, operations, internal signage, sky signage, suppliers, community partners, and employee collateral. Rebranding was also an important symbolic event to the millions of stakeholders of the merged organisation – employees, customers and distributors – and needed to be handled with care. However, the biggest challenges related to timings and interdependencies with other programs and projects that were concurrently integrating products, systems, operations, websites, organisational structures, building facilities, suppliers, and technology infrastructures of the merged organisation.
Stephanie from Strategy2Life was appointed to lead the startup of the Australian rebrand program, the largest of the 3 programs that make up the A/NZ rebrand mega-program. The Australian rebrand program was also one of the top 5 (in terms of complexity and expenditure) among all integration initiatives.
During the startup phase, Stephanie led a team that:
- Established a program structure of 9 projects with over 60 funded resources, 10 BAU resources and 8 vendors;
- Managed a broad range of over 100 stakeholders including 12 related projects, Product Management, Legal, Corporate Secretariat, Marketing, Distribution, Operations, IT, HR, Brand, Corporate Communications, Procurement, Project Governance Services and the Integration Programme Office;
- Successfully led the program through 2 rigorous funding gate submissions, with approvals required from 3 formal governance bodies under a strict project methodology and governance framework;
- Successfully underwent 8 independent assurance reviews, including an external auditor’s review of budget line item build-up as part of pre-acquisition cost provisioning.
The program was eventually handed over to a locally-based program manager who managed it to completion with deadlines and budgets met, and strong engagement from all stakeholders throughout.
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