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Research note by OCP and Blonay |
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A periodic update of OCP news, views and controversies |
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An analysis of the causes of product failure, and some recommendations for ensuring that new products succeed |
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A periodic update of OCP news, views and controversies |
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Report on research conducted by OCP in 2008 into the factors affecting successful implementation of wrap platforms |
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A statement of our credentials |
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OCP observations and perspectives on the financial services industry |
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Some background for potential recruits |
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Description of the qualities OCP is looking for in recruiting new partners for our practice |
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A periodic update of OCP news, views and controversies |
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Report by OCP for the Department for Environment, Food and Rural Affairs |
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Issued by the Home Secretary on 23 February 2003 |
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Article published in FTfm on Monday 25 November 2007 reporting OCP's research into the factors influencing successful implementation of wrap platforms |
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Report on research conducted by OCP in 2007 into the factors affecting successful implementation of wrap platforms |
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The report of the Second Review by Lord Sawyer published in March 2003 |
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A periodic update of OCP news, views and controversies |
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Analysis and recommendations from OCP Partners Graham Smith and Gary Wooliston |
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A periodic update of OCP news, views and controversies |
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A periodic update of OCP news, views and controversies |
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A periodic update of OCP news, views and controversies |
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A research note published in September 2002 by OCP Partner Colin Carmichael |
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A paper by OCP partner David Taylor describing how we support mergers, acquisitions and other actions which bring organisations together |
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A periodic update of OCP news, views and controversies |
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The Sawyer report, prepared by Lord Sawyer (Chair), Ian Borkett and Nicholas Underhill QC |
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A periodic update of OCP news, views and controversies |
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Describes OCP's work in improving operational performance at Commercial Union and subsequently CGNU plc |
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Decribes OCP's work in helping John Deere & Co create a new European marketing strategy |
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A periodic update of OCP news, views and controversies |
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A periodic update of OCP news, views and controversies |
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Decribes OCP's work for the UK Government's Benefits Agency in assessing organisational capacity for change |
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A description of OCP's work in support of the UK Government's Benefits Agency, in which we assisted a review of Training Operations |
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A description of OCP's work in support of the UK Government's Benefits Agency Medical Service |
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A description of OCP's work in support of the UK Government's Benefits Agency in reviewing Disability Living Allowance |
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A description of OCP's work in support of the counter-fraud strategy of the UK's Department of Social Security |
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Paper by OCP Partner Frank Kaye |
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A paper by OCP partner Frank Kaye describing our approach |
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Describes OCP's work for the Employer Services Directorate of Jobcentre Plus |
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Description of OCP's consultancy support to the UK Probation Service |
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Describes OCP's consultancy work for the UK's HM Prison Service in the 1990's |
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Description of OCP's work in assisting the UK Forensic Science Service to prepare for Agency status |
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Description of OCP's consultancy support to the UK's Meat and Livestock Commission |
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Description of OCP's work in support of the UK government's Veterinary Laboratories Agency, sponsored by DEFRA |
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A research note by OCP partner Neil Bentley |
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Describes James Bawa's experiences in improving the performance of Liverpool Victoria's 1000-strong call centre |
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OCP's work in modernising the administration of the House of Commons |
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OCP's report to the Secretary of State for Culture, Media & Sport |
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PPML's executive summary drawing on OCP's research report prepared by John Ginarlis |
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A paper describing our credentials and experience |
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A paper by OCP partner David Taylor describing OCP's experience and capabilitiies in advising on branch network effectiveness |
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A paper describing the drivers of change in personal lines insurance |
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A description of OCP's experience and capabilities in helping life insurers make and implement decisions about closed funds |
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A description of OCP's approach to using computer-based simulations to train project managers |
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A paper by Neil Bentley and Richard Jeffery describing OCP's approach to service operations management |
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A review of OCP's capability in advising on Business Process Outsourcing |
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Increasing the value added by the top team |
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Giles Slinger's report of a visit by a UK Government agency to assess operations management practices within Liverpool Victoria |
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A realistic appraisal, based on experience, of what it is like to have to close a fund to new business |
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The key principles and action plan for embedding active operations management in a shared services centre for media accounting |
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The track record of outsourcing is patchy, with many disappointments |
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Too many outsourcing relationships still disappoint |
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Describes seven critical factors and OCP's Four Diamonds approach to organisational performance improvement |
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Thoughts on optional routes for management development, how to create the right environment for management development, and
models of change and the implications for management development. |
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Lessons from major European organisations that have introduced new working patterns, and terms and conditions of employment. This work was carried out on behalf of Royal Mail in support of their implementation of a new tailored postal delivery service |
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Some lessons for organisations wrestling with change |
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The Internet has the potential to transform the world - but at a time and speed yet to be determined |
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Research into good practice in organising and managing business support services as part of a review of business support services for Surrey County Council |
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A review of the future trends in delivering human resources processes in major organisations in the UK, commisioned by Xansa |
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Is your future safe in their hands? |
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Is there method to the madness? |
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A valuable source of insight or an expensive way to depress yourself? |
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Traditional approaches to management development are no longer adequate. New approaches are required for equipping managers with new skills |
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Towards the end of the last century, personnel professionals woke up to find that their colleagues in other support functions were producing accounts of how they were going to help pursue the organisation’s business strategy |
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Many people in organisations now find themselves in a position of having to influence or advise others, without having direct formal authority over them |
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Why is it quite so stunningly difficult to employ "conventional" management methods with doctors, lawyers, architects, teachers and other professional groups? |
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In the public sector, the average observer might be forgiven for thinking that quality management thinking has found its Waterloo |
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Detailed curriculum vitae for OCP Managing Partner Mike Thomas |
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Detailed curriculum vitae for OCP partner Gary Wooliston |
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Working with the Directors of the Inland Revenue's personnel function in developing and gaining acceptance of a new approach to Human Resources strategy |
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Assisting Inland Revenue's Policy Divisions in devising and implementing a more robust approach to resource forecasting, planning and control |
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Devising and implementing a new approach to operations management across Inland Revenue's office network |
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Supporting Inland Revenue's Business Systems Directorate in reviewing its organisation design, and identifying requirements for organisation development |
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Supporting the Information Technology Office (ITO) of the Inland Revenue in preparing for and implementing organisational and management changes |
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OCP has supported both Post Office Limited and Royal Mail in a number of projects aimed at enabling the organisation to compete in an increasingly demanding market environment |
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Notes from a site visit on capacity & performance management |
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Detailed curriculum vitae for OCP Managing Partner Graham Smith |
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Detailed curriculum vitae for OCP partner David Taylor |
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Eighteen attributes describing OCP's services as identified by key clients |
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Quotes from 21 key OCP clients surveyed by Strategic Improvement Services |
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Monograph by Neil Bentley |
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The BBC's finance function deals with over 600,000 invoices pa, 360,000 other payments, 200,000 expense claims and runs a payroll for 23,000 staff. This complex and challenging set of processes was transformed into a single, efficient and highly effective organisation as part of an outsource contract with EDS |
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