Challenges Solved
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28 essential customer-facing processes were fragmented and undocumented.
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Skilled labour and knowledge were spread across 31 independent entities.
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Differing local priorities made alignment difficult.
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Competing programmes and funding streams diverted attention from the merger effort.
National Transformation Programme
National Utility Provider
by Ian Dempsey
3 min read
I played a key role in delivering one of the most complex enterprise mergers in the organisation’s history — consolidating 31 regional entities into a single national service. My focus was on the Customer Needs programme pillar, leading the design of critical non-core processes to ensure operational continuity post-integration.
Approach
Working alongside a business lead, I engaged stakeholders across all regions to build consensus on key priorities. We:
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Conducted detailed as-is and to-be process mapping across all non-core functions.
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Integrated these into a centralised workstream to ensure readiness for go-live.
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Facilitated alignment across six workstreams, ensuring dependencies were tracked and resolved.
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Established transparent reporting and escalation channels for senior programme leadership.
Business Value Delivered
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Full readiness achieved for go-live, with no interruption to national operations.
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Improved alignment across parallel transformation programmes.
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Created repeatable frameworks for managing future mergers and integrations.
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Strengthened communication and trust between central and regional teams.
The Highlight
Delivering such a complex integration on time was a collective achievement. The collaboration, governance, and persistence shown across all levels of the organisation reflected exactly what good programme management should deliver — clarity, coordination, and continuity.
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