... Expertise, Thinking, Leadership, Insight
Julie Williams is a management consultant, and an executive coach. With a specific focus on strategy, people, process and technology, Julie is leading expert in operational and organizational effectiveness.
Over the years, she has led numerous high-impact complex projects with Fortune 100-500 Companies, and assisted investment banks, securities firms, global banks, investment management companies and utilities clients in operational reengineering transformation, programme manage and lead business architect in post merger integration and large scale transformation to define and roll out new target operating models and future business architectures, strategy and redesign, developing new products and market implementation strategies, and performing risk management reviews.
Julie's area of expertise is business strategy, technology, operational improvement with in-depth knowledge regarding the financial markets domain. A key part of Julie role with Edge involves dealing with senior C-level decision-makers on both the business and IT levels. Julie joined Edge from Lehman Brothers, where she was manager in the organization's European Operations. Prior to this, she worked with Chevron Oil as an strategy design manager, and as a quality management coach delivering EMEA restructuring programme.
upside
... Changing for the ALL the right reasons [ + ]
Unsuccessful change effort can leave an organization less capable than it was before - delivering the right service to the right market at the right time - and unlikely to attempt change again. Mistakes and surprises are inevitable in a transformation process. Industries don't stand still waiting for companies to transform themselves. Champions of the process become disenchanted and leave. programme reveals weaknesses that the company had not anticipated.
Effective transformations happens when organisations redesign their operating model they apply to their processes from end to end, from customer interface to back-office transactions. Organisations are under increasing pressure to expand their business volumes while maintaining or reducing the cost of transactions. "Strike the right balance between raising margins and making customers happy ... "
Effective transformations happens when organisations redesign their operating model they apply to their processes from end to end, from customer interface to back-office transactions. Organisations are under increasing pressure to expand their business volumes while maintaining or reducing the cost of transactions. "Strike the right balance between raising margins and making customers happy ... "
Unless a transformation program is configured to accommodate unwelcome surprises, it can all too easily come undone in midcourse. Such a failure can be disastrous, a company transformation can fail before it rarely tries again. And this is why the Edge anticipates the unexpected when developing the change programme design and resources can make failures less likely. Launching parallel initiatives in different parts of the company increases the chance that key ideas will survive, through meetings where people from different business units, divisions, or regions compare progress and perspectives to make it easier to identify and correct problems.
... Concerns in Change [ + ]
There is a growing need to identify and encourage value-creating connections across an organizations, connecting employees in the organisations to create value network-maps, and helps people to emulate the collaborative behaviour of other colleagues, and to serve customers more effectively.
Silos are here to stay for a while longer - the leading financial institutions have an ever increasing complexity of products demands greater specialization, and since no one person alone can solve a whole range of client problems, these institutions are now so large and complex that even their people working for them do not always know the ins and out of the silo business units that have become huge and complex, in geographies and by sub-products. Two of the strongest constraints to change for growth are:
1. Changing corporate culture
2. Changing underlying information systems
The increasing integration of enterprise business applications proves to be more complex and more difficult to implement. With today's accelerating rate of change, information systems are a constraint to change and, as such, pose a competitive danger to companies.
Silos are here to stay for a while longer - the leading financial institutions have an ever increasing complexity of products demands greater specialization, and since no one person alone can solve a whole range of client problems, these institutions are now so large and complex that even their people working for them do not always know the ins and out of the silo business units that have become huge and complex, in geographies and by sub-products. Two of the strongest constraints to change for growth are:
1. Changing corporate culture
2. Changing underlying information systems
The increasing integration of enterprise business applications proves to be more complex and more difficult to implement. With today's accelerating rate of change, information systems are a constraint to change and, as such, pose a competitive danger to companies.
... Technology will only ever be an enabler [ + ]
"Technology enables different joined up understanding of how it fits together from a operating point of view" Technology should make you think about your people organisation operating model, therefore technology can only ever enable different operating model in this space and with the right products and the right transparency tools you no longer just think about where you want to get to but where you are coming from ...
... Realignment [ + ]
There is a growing need to identify and encourage value-creating connections across an organization, connecting employees in the organisations to create value network-maps, and helps people to emulate the collaborative behaviour of other colleagues, and to serve customers more effectively.
Process of strategy realignment and change is a learning experience ...
The change process connects policy and strategy to business infrastructure and operations for results. It is our job to help you recognise external impacts that alter top-down process definition in the formationof (policy, strategy, business model design) and the bottom-up process and IT constraints (alignment of infrastructure, operational planning and execution) that capability of your organization to shift its strategy, its business model and its market focus
Process of strategy realignment and change is a learning experience ...
The change process connects policy and strategy to business infrastructure and operations for results. It is our job to help you recognise external impacts that alter top-down process definition in the formationof (policy, strategy, business model design) and the bottom-up process and IT constraints (alignment of infrastructure, operational planning and execution) that capability of your organization to shift its strategy, its business model and its market focus
... Approaching Change [ + ]
In a nutshell ... we help you to define the situation, describe and collect needed information, develop alternatives, develop agreement among those involved. Decide which alternative is best, do what is indicated (begin implantation) and determine whether the decision was a good one and follow up. Edge is Refreshing, Upfront, Open and Consistent, we help you plan, deliver and implement change on 3 levels:
Strategic -Interfacing with senior management, looking at the organisations as a whole ... determining the major organization goals, policies, procedures and strategies for obtaining and resources to achieve those goals. Deciding which customers | products or services | geographics.
Tactical - Working in harmony with your managers or teams of managers to develop detailed, short-term statements about what is to be done, who & how.
Operational - Setting work standards and schedules necessary to implement your tactical objectives. Focusing on specific supervisor, department managers and individual employees
Strategic -Interfacing with senior management, looking at the organisations as a whole ... determining the major organization goals, policies, procedures and strategies for obtaining and resources to achieve those goals. Deciding which customers | products or services | geographics.
Tactical - Working in harmony with your managers or teams of managers to develop detailed, short-term statements about what is to be done, who & how.
Operational - Setting work standards and schedules necessary to implement your tactical objectives. Focusing on specific supervisor, department managers and individual employees
... Return On Investment in Change? [ + ]
Organization Change, often includes several forms of complexities, for the simple reason that undelying problems are fused with people resistance, a common factor for most change programmes. Here's how we can help:
Business area:
Measurably impact issues affecting the business
Deeply engage employees
Strengthen relationships/visibility with key influencers
Open new markets
Create new products/services
Reduce costs, increase efficiency
Organization:
Make measurable progress
towards organizational goals
Increase visibility
Utilize the full resources of (skills, knowledge, relationships, etc.)
Increase quality
Align activity with mission and goals of the organization
Develop a theory of change for impacting a need or challenge
Test the theory of change
Evaluate the effectiveness of the theory at creating change
Improvement has a direct positive effect on your bottom line
Business area:
Measurably impact issues affecting the business
Deeply engage employees
Strengthen relationships/visibility with key influencers
Open new markets
Create new products/services
Reduce costs, increase efficiency
Organization:
Make measurable progress
towards organizational goals
Increase visibility
Utilize the full resources of (skills, knowledge, relationships, etc.)
Increase quality
Align activity with mission and goals of the organization
Develop a theory of change for impacting a need or challenge
Test the theory of change
Evaluate the effectiveness of the theory at creating change
Improvement has a direct positive effect on your bottom line
