e improve strategic and operational performance for major organisations based on our expertise in management and leadership best practice.
Serving a broad range of sectors including Telecoms, Technology, Energy, Defence and Infrastructure Development. We help clients turn their strategic priorities into results, getting the most out of their processes, people and knowledge through a systematic, results oriented approach called Performance Leadership. Fundamentally, we increase the effectiveness of management and leadership teams …
RIGOROUSLY SYSTEMATICALLY SUSTAINABLY
Whilst there is talk about fake news and isolationism, performance leaders know that fact based decision making and collaboration lead to benefits for all stakeholders.
Read our latest news and learn more about our client success stories that illustrate these benefits …
ur Clients are some of the world’s leading organisations who entrust us with their most sensitive and valuable information. Our track record speaks for itself. Faced with the challenge of Today’s Priorities, it is critical to enhance organisational performance at all levels. Management and Leadership teams need a rigorous, systematic and sustainable methodology to …
Clarify strategic priorities – confirming the organisations purpose; developing commitment, motivation and establishing effective collaboration
Translate strategic priorities into ongoing operations – building operational capabilities, driving accountabilities and monitoring performance at all levels
Systematically exploit cost, time and quality improvements – developing lean capabilities through innovation and sigma based change
What Our Clients say
Money well spent; really I am not just saying that. You really do inspire confidence and deliver effective messages.
A complex task delivered on time and on budget; thank you for helping to clarify our way forward as a business. At a personal level I have also learnt a great deal from you.
I learnt a great deal from TRIMENTIS about how to turn my sense of what the future could be into a strategy that captured the attention and enthusiasm of my colleagues.
Until we were taken through this process, we hadn’t fully appreciated the potential for our business. This experience has instilled a new excitement in the team although I must say it is tinged with some trepidation.
Our business plan was to an impressive City investors standard that enabled our internal stakeholders … my bosses … make their critical investment decisions confidently, job done thank you!
I appreciated the non-confrontational yet rigorous manner in which this study was undertaken. Thank you for delivering the result quickly and professionally.
We carried the changes through positively, managing the conflict between our internal customer satisfaction and initial delivery, establishing a new era of trust versus the control that went before.
I cannot overstate how profound this journey has been for me. I can only thank my personal coach for the care and insight they have brought to this. Truly life changing, thank you.
We have enjoyed an excellent working relationship and you have made a significant impact on our performance as a team. The bottom line is worth over £10 million to us. I am very grateful for the experience.
This important result in our CAT3 supplier assessment will not only lead directly to a positive contribution to the bottom line, but will also have a tangible lasting impact on our effectiveness as an organisation.
We were impressed that you managed to get nearly 100% attendance at the review meetings although certain findings have not sat well with some of our senior managers. This feels like a really good opportunity to kick-start our efforts.
In hours we accomplished what normally takes weeks of meetings. We developed a clearer vision about what our project was to achieve and this was more widely shared than normal.
This initially inflicted a lot of pain on the business as we literally shut down whole sales teams to focus our efforts on the strategic priorities. Time has proven our severe decisions to be the right ones and now we can all look forward to a more stable future together.
We had already set ourselves the stretch goal of achieving a top place in the J D Power survey. We had to do many things including process development work to achieve our goals, much of it to do with cultural changes. I’m very grateful for the experience TRIMENTIS has brought to us.
I would like to thank you for helping during what has been a very stressful time. Having returned from short term leave as thoughtfully advised by yourselves, I am now back on top of the job and making good progress.
We have worked together for about 2.5 years on a variety of assignments ranging from interim management, process management, team development through to work on the overall strategy and operational planning process. I am delighted to recommend them to you.
I was very sceptical when we started out on this work, trying to bring together functions that had been pulling in different directions for so long. I think we were all surprised in the end to see just how powerful it is to get people together on a regular basis to simply talk about the priorities.
Some of us had been focused on IT as the solution to our knowledge management requirements. However, it became clear that we were missing the people dimension in our thinking and I believe we now have a good chance to bring everyone together on one way forward for a change.
The immediate benefit of implementing the platform has been in helping us to rapidly gain visibility and control of a critical business programme enabling us to deliver on time and in budget, and ultimately to create value for our client.
Results Our Clients have achieved
The organisation actively engaged with the strategy reducing reportable accidents by 70%, recognised externally by RoSPA’s ultimate award for health and safety.
We valued the addressable market at £5.7 billion and recommended a potential to increase turnover threefold in three years.
The assessment provided insights into the overall effectiveness of project management and leadership, delivering an action plan for improved collaboration and performance improvement focused on health and safety
A compelling rail infrastructure strategy forecasting significant revenue growth and margin improvement through market, product and service developments was delivered, gaining wide acceptance
Strategy development culminated in a key workshop including Board Members, Workers Council Members, senior managers and a range of health and safety experts achieving wide understanding, commitment and motivation
The senior manager developed radically, building a new level of personal confidence set against a genuine understanding of his strengths and weaknesses.
A layer of senior management was removed and over 200 jobs were taken out of the operation, representing a saving approaching £9 million per annum.
The organisation achieved a Top 3 position in their CAT3 assessment, on target in terms of agreed programme goals and meeting stakeholder expectations.
A compelling strategy and 3 year implementation plan was delivered … needed to integrate and exploit their knowledge for successful innovation and continuous improvement.
Following migration of data from existing systems, internal implementation and support teams were fully trained and the entire system was operational and in use by management teams within two weeks.
A compelling strategy and business plan was delivered forecasting revenues up from ~ £70 million to over £250 million over three years.
The analysis enabled a targeted programme of overhead cost reduction to proceed, contributing savings of the order of £10 million per annum.
Clear overall themes emerged that in many cases challenged the senior managers’ perceptions of where their relative strengths and issues lay
The maturity of systematic approaches to the management and leadership of the £multi-million project was significantly raised enabling our client to demonstrate best practice approaches to their client.
Over the following two years the business went on to achieve a bid success rate up from the original 12% to approaching 80% with Orders at approximately $540M, Revenues at $350M and a positive EBITDA of $24M.
Process cycle times were drastically reduced, enabling a significant improvement to the customer experience recognised externally by achievement of the sector leading score for process quality in the following year’s annual J D Power survey.
The team reorganised based on the development of their core team processes, roles and responsibilities, and the manager embarked on a personal development programme to develop her effectiveness in terms of systems thinking and influencing skills.
The approach provided more clarity, visibility and focus; helping the team identify that programmes were on track, choose the most important things to do and make decisions at the right time.
The Head of Product Management developed a range of powerful skills and competencies resulting in higher levels of personal confidence, increased peer respect and ability to act more effectively as a general manager across a range of strategic, operational and performance challenges.
Learn more about our expertise in the rigorous use of management and leadership best practice, and how we help get the most out of an organisations processes, people and knowledge through our systematic, results oriented approach called Performance Leadership.
Client Success Stories
Learn how we have worked with clients to achieve significant results through our client success stories. Each client success story illustrates how we have helped define client priorities, what approach the team took and the results the client achieved … turning priorities into results.
Start using Performance Leadership
To start using performance leadership across your organisation today get in touch with us through our Contact page. TRIMENTIS has been working with clients for nearly two decades across a range of sectors and we have supported over £9 billion worth of major infrastructure projects.