One of the things that you buy with Mentor is really both deep and wide experience of managing change in the telecommunications industry, and not only that, you actually get that experience not just from a company but from the people who were the Principals’ of the company. I was very clear that with Mentor I was getting the A-Team, whereas with consultancy B or consultancy C, that might not necessarily have been the case. So urgent and deep was our need, Mentor really rose to the challenge of providing us with some really seasoned individuals at very short notice to be able to work with us.
As in any change management process the very first thing you have to do is to understand your baseline, where are you. Part of the Mentor approach was actually about going out talking with people vary widely in the organization, and actually baselining each project – did we have a proper set of objectives and goals for the project, was there adequate resourcing, what were the gaps, what needed to be done to change those gaps into a more confidence building environment. At the same time as to looking at individual programs, actually looking across the organization about how the establishment of the program office could actually integrate and dovetail quite closely with the existing processes of running the day-to-day business. Because at the end of the day, in any business you’re fundamentally challenged for resources.
The most important decision that you can make is what you do and what you don’t do, and they were able quite quickly to provide us with that gap analysis – on the one hand to provide recommendations as to how they should be closed and actually an understanding of which we did not appreciate at the time, of the huge interdependencies between the different programs, and the fact that a missed milestone on one could actually have significant consequences on another program. We were able really for the first time to be able to look at the process of change in a holistic kind of a way.