Turning a group's direction into everyday management routines.

Situation

An offshore services group had set a direction: bring its businesses closer together through shared systems and more consistent ways of working. That meant aligning operational procedures, project controls and reporting across businesses with their own operations managers.

My role

The group chief executive asked me to take on responsibility for corporate operations alongside my operations leadership role in one of the businesses. My contribution was to help turn the group's direction into operational changes, support the managers carrying them out and report progress to the executive board.

The work

I worked with the other businesses' operations managers through weekly coaching and support, helping them follow through on improvement and alignment actions. They carried out changes within their businesses; I provided oversight and support across the group.

I also oversaw the implementation of shared software for estimating, cost control and scheduling. Alongside this work, I reported on group operations to the executive board each month, connecting the work within the businesses with oversight at group level.

What was adopted

The programme put shared tools for estimating, cost control and scheduling into use across the group. Weekly support for operations managers and monthly operational reporting to the board formed part of the management approach.

What changed

The group strategy took practical form in shared project-control tools and regular management routines. Operations managers received weekly support with implementation, while the executive board received monthly reporting on group operations. My role connected those two levels.

Limits

This was one case within a wider group programme, delivered with the businesses' managers. I do not attribute financial savings or productivity gains to my contribution.

My career background is on the About page.