变革咨询

敏捷变革和转型解决方案

我们拥有一支经验丰富的专业团队，他们具备广泛的专业知识，对您的业务需求有着深刻的理解。

与我们的专家交流

我们专注于以下领域

各组织在监管、风险和复原力框架以及日常业务运营方面面临着持续的威胁。我们的中小型企业能力侧重于通过技术、培训和文化
变革方面的指导，满足当前需求并提供可持续的解决方案。

数字技术转型
是每个组织企业级战略的最前沿。我们帮助客户
释放未来的潜力，
增加内部和客户
价值。

  • 战略
  • 建筑学
  • 云
  • 系统集成质量保证和项目组合管理
  • 应用

运营是任何
组织的核心，与所有业务线和
职能息息相关。我们的解决方案以敏捷原则为基础，确保在交付过程中将干扰降至最低，并取得明确的成果，使客户受益

  • 财务与运营
  • 项目管理办公室和项目保证
  • PPfM 和 TOM

我们为客户组合提供支持，帮助他们优化或转变业务能力的定义、调整、组织和评估方式。 这项服务适用于多种业务环境和规模；从围绕交易的尽职调查和设计支持，到在不断变化的市场中重新设计运营模式，再到重新构想部门间合作或重组转型计划。

适合贵组织的注重成果的交付计划

我们量身定制的变革咨询解决方案旨在满足您独特的组织需求。.

基于项目的服务

托管服务交付

咨询

领导力发展与辅导

近期客户委托

运行/功能审查

为一家全球资产管理公司进行多项职能审查。这一过程包括差距分析、审查和实施建议，以便在集团内部建立一流的运营模式，更好地支持未来的发展战略。

尽职调查练习

对一家资产管理公司的主要管理人员和团队进行尽职调查评估，为客户的潜在收购做准备。随后是风险和合规性评估以及技术尽职调查。

研究平台评估与实施

我们受聘为一家领先的资产管理公司开展影响评估，并实施新的研究管理系统，供全球公共和私人投资团队使用。我们负责领导评估工作，并为该计划的实施提供支持。

监管补救

我们曾为资产管理客户制定监管措施，重点是为消费者责任、EMIR、MiFID II 等提供咨询服务和项目交付，涉及的司法管辖区包括 FCA、PRA、FED、ECB 和 FINMA。

重新设计和构建客户平台

我们成立了顶级转型办公室，以加强产品组合管理并推动技术项目。这涉及到设计项目管理层，以监督产品机队、工程和架构，同时与高级利益相关者保持联系。

3第第三方风险战略与设计

我们的客户正在撤并，成为一家独立的 FTSE-100 公司，并要求 要求提供外包和第三方风险管理的综合方法，以取代公司现有的拼凑安排，并满足 PRA 的要求。 我们的客户正在撤并，成为一家独立的 FTSE-100 公司。 监管声明 S2/21。

我们的最新白皮书

点击阅读《金融服务领域代理式人工智能的曙光
点击阅读《金融服务中的量子计算》：资本市场高管如何制定评估和未来采用量子计算的战略方法

我们的案例研究

案例研究 1：提高英国金融服务公司的运营复原力

挑战

一家总部位于英国的金融服务公司希望降低运营风险、提高应变能力并增强客户体验。

解决方案

谢菲尔德-海沃氏咨询团队发现了效率低下和工作重复的问题，重新设计了关键流程以简化工作流程，并对客户服务代表进行了培训。在 24 个月的时间里，消除低效流程使运营杠杆率提高了 5.2%，运营损失减少了 74%，运营风险事件减少了 28%，临时员工成本降低了 75%。

案例研究 2：帮助一家全球一级投资银行满足场外交易报告要求

挑战

一家全球一级投资银行由于缺乏合格的内部测试专家，无法确定能否满足场外交易的监管报告要求。

解决方案

谢菲尔德-霍沃斯组建了一个主题专家团队，进行差距分析，并创建了一个定制的 UAT 和 SIT 测试解决方案和自动化框架，以加快交付速度。该银行能够在截止日期前执行战略，满足监管报告要求。

案例研究 3：合并后英国财富管理业务的整合

挑战

一家由私募股权支持的英国基金管理公司需要帮助整合近期的几项收购。

解决方案

谢菲尔德-海沃氏为客户的首席运营官职能部门提供了一个核心咨询团队，就集团范围内的目标运营模式提供建议和交付。最终成功整合了 5 项传统财富管理业务，包括将 100,000 多名客户迁移到新的客户关系管理系统，改进客户入职，以及实施增强型销售预测模型。

我们的变革咨询专家

Helen-Tudor

海伦-都铎

常务董事兼高级顾问委员会成员

阿德里安-雨果

常务董事

Toby-Calder

托比-考尔德

交付和资源管理负责人

Brian Long

布莱恩-朗

参与总监

我们的咨询网络

Richard-Yolland

理查德-约兰德

数字资产顾问

Yaz Mustafa

亚兹-穆斯塔法

风险分析主管

Jason Fernandes

杰森-费尔南德斯

监管咨询负责人

Marcus Hopper

马库斯-胡珀

技术顾问领导

Richard McCarthy

理查德-麦卡锡

咨询领导

弗兰西斯-赖特

集团营销主管

查尔斯-马特希

监管咨询负责人

CASE NOTE 01 | STRATEGY CONSULTING AND AI ADVISORY

Building an AI advisory practice for a global strategy consulting firm

Client: Global strategy consulting firm, name redacted.  

 Status: Confidential.

Context

Retained to help build the firm’s new AI advisory practice, a strategic growth priority. The mandate anchors the capability with senior product leadership.

Challenge

The brief pairs applied AI and software product depth with a record of originating and selling complex senior advisory work. Appointees have to operate credibly with chief product, technology and data officers, and with private equity technology teams.

Approach.

Built on a 12-month partnership with the firm, working as a retained search partner across the practice. We source senior product leaders who bridge applied AI, software product and advisory sales.

Outcome

Four senior appointments completed and three further appointments in progress, alongside more than 500 management consulting hires delivered across the practice.

Results

Senior appointments completed
0
Further appointments in progress
0
Consulting hires across the practice
0 +
Partnership length
0 months

CASE NOTE 02 | CONSULTING AND DIVERSITY

A five-year programme to build a female partner pipeline

Client: Global professional services firm (Big Four), name redacted.

 Status: Confidential.

Context

Over five years we ran a series of executive searches and pipelines to build lasting engagement with senior female talent across the firm’s UK and Middle East practices.

Approach.

Success depended on the client giving additional time to engage female talent, flexibility on traditional career-path criteria, a supportive interview process with diverse interviewers and sponsors, and candidate access to senior leaders.

Outcome

Of 23 Partner appointments made since 2018, 65 per cent were female.

Results

Partner appointments since 2018
0
Female
0 %
Programme length
0 years

CASE NOTE 03 | TECHNOLOGY AND DIGITAL, DIVERSITY

Appointing female SAP leaders across EMEA

Client : Global technology and consulting firm, name redacted.  

 Status: Confidential.

Context

An EMEA-wide engagement in 2023 and 2024 to appoint female SAP leaders in finance and supply chain transformation.

Approach.

We mapped 143 female partner-level targets in SAP consulting across the region.

Outcome

Two female Partner appointments: an SAP Centre of Expertise Partner for Denmark, and a pan-European SAP market Partner.

Results

Female partner-level targets mapped
0
Female Partner appointments
0

EMEA

Region

CASE NOTE 04 | STRATEGY CONSULTING AND DIVERSITY

A global pipeline to diversify a regional consulting team

Client: Global management consulting firm (MBB), name redacted. 

 Status: Confidential.

Context

The firm set out to improve diversity in its Middle East consulting team at Partner-1 and Partner-2 levels. Regional diverse talent was scarce, so we recommended a global pipeline of candidates open to relocation.

Approach.

We searched Tier 1 and Tier 2 strategy firms and industry candidates with strategy backgrounds, built three pipelines by availability to relocate, and approached 13 per cent more female targets to balance the outcome.

Outcome

Every individual hired from the pipeline was gender diverse.

Results

Pipelines built
0
Additional female targets approached
0 %
Gender diverse hires from pipeline
0 %

CASE NOTE 05 | BUSINESS SERVICES, PRIVATE EQUITY BACKED

Executive talent partner through a year of transformation

Client: Global data and information services firm (PE-backed), name redacted.  

 Status: Confidential.

Context

Following private equity investment, this data and information services business appointed us as its executive talent partner for a year, supporting all senior hires through an accelerated transformation.

Approach.

A dedicated, account-managed team ran multi-geography searches across the Americas and Europe, with a gender-balanced senior team set as a defined metric and clear expectations on both sides to keep pace.

Outcome

33 appointments in 12 months, at a 52 per cent female and 48 per cent male balance, supporting the investor’s transformation of the business.

Results

Appointments in 12 months
0
Gender balance
0 % female
Engagement length
0 months

CASE NOTE 06 | STRATEGY AND OPERATIONS, PRIVATE EQUITY BACKED, CAPABILITY BUILD

A three-year build for a private equity backed consultancy

Client: UK strategy and operations consultancy (PE-backed), name redacted.

 Status: Confidential.

Context

With private equity funding in place, the firm wanted rapid growth without lowering its talent bar. We were engaged on a three-year programme.

Approach.

A dedicated, account-managed team delivered across multiple mandates: building Digital, Aerospace and Defence, and People and Change service lines, alongside a consistent senior pipeline.

Outcome

Over 60 senior hires. Partner-level gender diversity rose from 4 per cent to 20 per cent, including female Partners and Directors in new sectors: Defence, Energy, Transport and Aerospace.

Results

Senior hires (3 yrs)
0 +

4% to 20%

Partner gender diversity

New service lines built
0

CASE NOTE 07 | STRATEGY AND DATA ANALYTICS, CAPABILITY BUILD

Accelerated service line builds across ASEAN

Client: Global professional services firm (Big Four), name redacted.

 Status: Confidential.

Context

The firm set out to accelerate its Strategy service line in ASEAN, a global growth priority, with the ambition to quadruple the practice over four years through multiple Partner hires and team lifts. A parallel programme grew its Data and Analytics practice in the region.

Approach.

A dedicated, account-managed regional team gave the programme ongoing momentum. The task was to convince top talent, including MBB Partners, to consider the firm as a destination for strategy work, working closely with sponsoring Partners to land preferred candidates. For Data and Analytics, we appointed a regional lead Partner first, then country Partners across Singapore, Malaysia and Indonesia.

Outcome

12 Partners appointed across Singapore, Indonesia and Malaysia, including a three-Partner team lift from an MBB firm, spanning restructuring and turnaround, consumer goods and retail, life sciences and healthcare, government and public sector, TMT, digital strategy and operations strategy. A follow-on engagement in MENA delivered four further Partner appointments across the UAE and Saudi Arabia.

Results

Partners appointed (ASEAN)
0
Team lift from an MBB firm
0 Partners
Follow-on appointments (MENA)
0

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