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Our client was a UK-based international and multi-channel department store retailer. They were 15 months into a programme of change designed to enable its Buying and Merchandising functions to plan and buy a global range more efficiently in support of different customer requirements across markets and channels. 

The programme was severely over budget, behind schedule and rudderless. Oaklin conducted a short programme review resulting in work being stopped while a full re-scoping and re-planning exercise to re-establish the programme on a stronger footing ensued.”

Case Study

The programme was running 3 concurrent projects covering Master Data, Product Lifecycle Management (PLM) and Strategic and Range Planning (S&RP). The PLM project had launched with an unsuccessful pilot. The Master Data project was overrunning and the S&RP project was deflecting key resources away from the larger core Master Data project. The programme was severely over budget, behind schedule and rudderless.

Oaklin conducted a short programme review resulting in work being stopped while a full re-scoping and re-planning exercise to re-establish the programme on a stronger footing ensued. The programme relaunched on a much stronger footing, with Oaklin introducing significant improvements to the overall organisational structure, key governance and escalation mechanisms, improved project and programme planning, RAID management and change control

Oaklin recast the business case for the Master Data Project as well as took over the leadership/accountability for the delivery of the project. These actions provided the client with a heightened sense of assurance for the overall deliverability of the project.