Clients

- Organisations where we've addd that real value

SECURE GOVERNMENT AGENCY - Transformation Challenge

A secure Government Agency's rapid, continual and wide-ranging technological progression developments exposed information assurance across a hugely complex stakeholder set. Loquie designed and delivered a multi-million Pound information assurance transformation programme to realise the vision and associated benefits, balancing the technical, people and process aspects. In particualr, undertaking comprehensive stakeholder analysis of multiple deployments on sites World-wide to understand differing and competing requirements and drivers. We implemented and managed the programme, driving a delivery team with diverse skill-sets, experiences and expectations, reporting on progress and effectively addressing risks and issues. A key feature invovled mentoring senior (board level) clients so that they could understand the IA and transformation requirements and implications.

Significant improvement in information assurance was reflected in a reduction in the number of incidents and recognised by independent verification against National standards, realising increased stakeholder confidence, the ability to take more technical and operational risk progressing the standard and quality of the service offered.

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FINNISH GOVERNMENT - Transformation Strategy

Changes in the political balance in Eastern Europe required the Finnish Defence Forces to adapt an entirely new focus whilst retaining national security and playing a greater role in NATO operations but constrained by a significantly reduced defence budget. By understanding and gaining the trust of the client, overcoming substantial cultural and language challenges a strategic concept for the Finnish Defence Forces was developed and delivered, recognising those national security risks and NATO operational requirements. Worked with the FDF at the highest levels to gain endorsement of the strategic concept and transformation programme, integrating technology procurements and organisational development to exploit legacy capabilites resulted in a nationally agreed vision and strategy for FDF to enable it to be a major player in NATO and in Europe in the 21^st Century, ensuring the optimal investment of a reduced defence budget whilst also maximising the use of current capabilities.

SECURE GOVERNMENT GO-CO - Transformation Programme

The new CEO of a government Go-Co required intimate support to realise significant transformation to bring his organisation into the 21^st Century. Established a team with the relevant expertise and experience to understand the Agency’s business. Worked with the CEO and Executive Team to develop a vision for the Agency, leading to the design for a transformation programme based on benefits realisation, behavioural and process improvements underpinned by effective communications. Mentored the CEO and the Board, to gain commitment to ownership of the transformation rather than the transformation team. The CEO was able to communicate, internally and externally, his vision and transformation plans thereby enhancing employee morale, external stakeholder confidence and the continuity of funding.

CHURCH OF ENGLAND - Leadership Development

Successfully designed and implemented a Leadership Development programme for the Church of England focussed on emerging leader’s talent development to ensure a coherent and structured approach to future senior management performance across the organisation. Effectively combined personal leadership experience with academic research and current best practice. Complimentary feedback from sessions, including 'a masculine approach to leadership'.

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ROYAL MAIL - Award Winning Crisis Management Capability

Delivery of an award winning (Continuity, Insurance and Risk) corporate crisis management capability for Royal Mail Group. This capability was underpinned by a progressive exercise schedule and an internal communications programme.

Ineffective Royal Mail Group corporate-level crisis management exposed legal, financial and operational shortcomings. Based on an understanding of this hugely complex client, the scope included the development of crisis response processes for the Board, Business Teams. An exercise was undetaken to rationalise the Group’s corporate threats and crisis scenario leading to the development of a multi-level crisis response strategy for the Group. Subsequnet implemention of the strategy across all elements of RMG included:

Board level roles and responsibilities
Corporate crisis response team operatiing procedures
Media response actions
Integration of business group operational capabilities
Re-design of the Group operations centre
Validation of capability through a series of exercises
Adapting interventions responding to changing circumstances and crisis scenarios

RMG’s corporate crisis management capability has been successfully tested for real in a number of challenging crises avoiding damaging litigation whilst promoting financial security and operational growth. RMG received a Continuity, Insurance and Risk award recognising the difference this work had made to the Group. Subsequently, all elements have been successfully tested in real situations.

UK MINISTRY OF DEFENCE - Crisis Management

Facilitating UK Ministry of Defence’s strategic, secure, operational headquarters with a £9.4m annual budget and 32 staff. All aspects management including strategic crisis response operations, personnel development, budgeting, infrastructure and security.

Enabled National government responses to the Asian Tsunami, Hurricane Katrina, Pakistan earthquakes and London bombings and setting the conditions for subsequent events, including 2012 Olympics.
Facilitated the Continuity of Government concept, re-energizing MoD’s crisis response processes and integrating it with COBR and OGDs. Reviewed and developed crisis response policies and procedures including CBRN and integration of the Emergency Services.
Established and validated a fall-back capability for PINDAR allowing flexibility in the Continuity of Government concept. The project was delivered on time and within budget.

UK MINISTRY OF DEFENCE - Information Management/Sharing

UK’s Ministry of Defence required more effective information operations tools for its current operations to influence insurgents.

Established an expert team with relevant technical and domain experience to capture stakeholder requirements and dtermine an optimal tool suit to provide:

Web based users information operations guide
Sharepoint based information sharing
Visualisation tool

Oversaw the design of the tool suit and integration with other tools and communications systems running alongside prototype delivery and client trials on operations. resulting on enhanced information operations capability realising more effective influence activities on current operations.

DUBLIN UNDERGROUND - Design Security and Resilience

Iarnród Éireann (Irish Rail) developed the DART Underground concept: a second high capacity underground to run through the heart of Dublin’s City Centre. A joint venture between Arup and Halcrow (AHJV) was selected to design the DART Underground and required expert secuirty and resileince input. Working with AHJV to understand the architectural design, assembling and representing relevant legislation, standards and best practice, an engagement schedule with Dublin’s security and resilience stakeholders wasimplemented to better understand current and future capabilities and contingency plans.

A number of risk based scenarios were developed to reflect threats, vulnerabilities and impacts as well as possible contingencies, validated exercises with stakeholders. Recommend amendments and additions to the AHJV architectural design were incorporated ensuring compliance to legislation and regulation as well as enhanced stakeholder confidence.

ROYAL GOVERNMENT OF BRUNEI - Armed Forces Headquarters

The Royal Brunei Government required a headquarters from which to command and coordinate army, navy and air force operations and training, without previous experience of such joint working or having relevant information feeds or management capabilities. Established and deployed an appropriately skilled team to Brunei to capture Royal Brunei Armed Forces operating concepts and thier integration with legacy national-level command capabilities. Captured and developed requirements leading to the delivery of technical, process, organisational and governance designs for the construction contractor. Validated designs with the RBAF resulting in a design that enabled the construction of an effective command headquarters, exploiting the individual effects of the army, navy and air force thereby realising more capability for the defence budget.

HOME OFFICE - Criminal Records Bureau Vetting and Barring Scheme

The Home Office CRB VBS registration scheme manages the records of those working with children and vulnerable adults. As an element of the delivery consortium, established the requirements for a responsive, ITIL-based incident management system and capability continuity schema. Extensively proven, the components realised have provided essential support to the overall Vetting and Barring Scheme.