Cultural Change Program
Hugh O'Brien led the Cultural Change work stream for the rebranding of a household name. One of the most significant rebranding in Irish corporate history, at a cost of €15m. The rebranding required the review of the existing culture, the identification of key behaviours, the development of key people processes, the creation of measurement tools, delivery of project plan, and the design of a communications plan. This delivered better than expected support for the re-branding and a revitalised organisation, leading to improved customer satisfaction scores.
Talent Acquisition Program
A large utility organisation required over 350 professionals, across IT, engineering, sales, marketing, product and customer service, combining both permanent and contract labour. Hugh implemented a direct resourcing approach, through an expanded and redefined Talent Acquisition team. The resourcing process was candidate centric and used an extensive social media program, a first in the Irish market place in 2011/12. This delivered 350 professionals on time, with the skills and experience required, saving €2,000,000 in agency fees and costs
Buisness Growth Program
An international FMCG and manufacturing company needed to transform both its sales & marketing and manufacturing sites, into more market centric and efficient entities. Through a program of restructuring, organisational redesign, and trade union negotiations, the business was transformed over a 12 month period, increasing market share for customer and medical products, and driving significant operational savings across multiple manufacturing sites.
A technology company had made the business decision to concentrate on its core business and outsource its shared services organisation consisting of over 200 people, both unionised and non-unionised. Hugh was involved throughout the process from tender to the smooth transition and operation of the new outsourced services with multiple suppliers. Hugh managed all union negotiations and restructuring of employee headcounts, the task was completed within 18 months from start to finish, without any business disruption and a successful transition and post transfer service.
Hugh has extensive experience in the people aspects of the sale and purchase of stand alone and separated business units. A large communications company had decided to increase its product offering by purchasing a media content and production business. Hugh was involved throughout the tender and purchase process, including due diligence, people transfer and immersion into the host organisation.
A large sales and marketing company had come to the decision that its performance management model was no longer fit for purpose and required a radical change to regain its management and employees trust. Hugh pioneered a radical overhaul of the performance management approach in 2015 rebranded as “Thrive”, which was centred on forward looking monthly coaching sessions and behaviours. “Thrive” resulted in improved employee performance, higher employee satisfaction, and faster delivery of programs resulting in higher revenue growth and greater cost savings.
A small niche technology provider had decided to compete for a €80m technology service from a large financial institution, competing against a number of extremely large multinationals, with extensive scale and resources. The transfer and retention of existing staff was critical for the successful bid.Hugh became involved at the very early stages of the tender process, fully involved in all aspects and leading on the People Modules. A People Proposition was devised and tendered, achieving the highest scores of all bidders. The detailed people costs were built using granular and accurate details, allowing the small niche provider to keep costs to a minimum. The people due diligence was intensive and complete ensuring any financial risks were minimised. Trade Union negotiations were turned from a negative to a positive for the niche player. The end result was a small niche technology player won a substantial bid against bigger multinational BPO experts.