Case studies

Metropolitan Police Service

The Met’s One Met Model team recognised that they did not have strength and depth in change management to support the roll-out of 12 key programmes and engaged Ignite to provide ‘surge resource’ to boost capacity and transfer skills to Met staff. Read more

Johnson Matthey organisational design

Johnson Matthey organisational design

Johnson Matthey was looking to implement a new centralised IT function to support the new global operating model. Read more

Johnson Matthey ITOM PMO

Johnson Matthey ITOM PMO

Johnson Matthey was implementing a new, global IT function to support the entire business. Read more

Gambling Commission

The Commission was operating on a matrix management model with all work delivered via a portfolio of programmes and projects supported by an internal PMO. Areas had been identified where governance, process, skill and capability urgently needed to be improved. Read more

Eastbourne Borough Council and Lewes District Council

These two Councils needed to reduce their cost base, protect services for residents and create a regional strategic presence. Read more

Eastbourne Locality Working

Eastbourne were introducing a new operating model involving radical reorganisation of how local services would be delivered. Read more

Eastbourne Future Model

Eastbourne is a local authority delivering to over 100,000 residents. Like many local authorities, Eastbourne faced the challenge of delivering its services with a smaller budget while remaining financially sustainable Read more


The challenge was to simplify and standardise business processes while reducing tax and legal compliance risk and improving ADM’s financial and other reporting. Read more

Crown Worldwide Group

Crown, headquartered in Hong Kong, provides transportation, relocation, logistics and storage services for organisations and individuals in 54 countries. Read more



Clarks was implementing a new global solution to manage their product development process and to radically reduce the time taken to get a global product range to market. Read more

South East Coast Ambulance Service NHS FT culture change

SECAmb had established its new headquarters in Crawley but still faced a number of challenges. In common with the wider NHS, SECAmb continued to operate under unrelenting operational and financial pressures. Read more

Eastleigh Borough Council – Strategy, performance management and governance

As part of a wider transformation programme, Eastleigh needed to establish a more effective strategy and commissioning function to ensure all parts of the organisation were aligned behind the aspiration and outcomes set by members. Read more

Smiths Group – IT shared services

The CIO of Smiths Group, a global technology company listed on the London Stock Exchange, was driving the creation of a shared services IT facility for the group’s five divisions. Read more

Balfour Beatty – Workplace shared services

The integration of Balfour Beatty WorkPlace (BBW) back office functions into Cofely UK following the acquisition of the BBW business by GDF SUEZ (now Engie) Read more

Smiths Group Communication & Engagement

Smiths’ Global IT team has been transforming its service since late 2009 to reduce costs, achieve economies of scale and improve its service level. Through the many restructuring and outsourcing phases there was an absence of a defined communications and engagement approach and change management. Read more

Balfour Beatty – Workplace

Balfour Beatty was winning an unprecedented number of new facilities management delivery contracts, and at the same time was undertaking critical internal investment programmes and projects. However, it became clear that there was not the internal capacity nor skills to deliver these demands to time, within cost and to the quality required. Read more

The Royal Marsden Hospital

The Royal Marsden was looking to improve the experience of patients attending their chemotherapy day care facility. The challenge was that they already delivered a good service, and this was about achieving and sustaining real excellence. Read more

Wokingham Borough Council

Ignite were commissioned by Wokingham Borough Council (WBC) to design and then lead the implementation of a new operating model for the entire Council, which covers more than 1000FTE and over £40M of staff costs. Read more

Wessex federation

Wessex federation

Five further education colleges were looking to pool their expertise and capacity across all of their support service areas and develop a shared service centre that would improve service whilst reducing costs. Read more

Horsham District Council

Rotherham faced a significant financial challenge and was looking to reduce its cost base, whilst improving services to a new generation of customers. Read more

Shepway District Council

Shepway faced significant financial challenges. Members had recently voted to opt out of a potential shared arrangement with other councils in Kent. Read more

Children’s Workforce Development Council

The Children’s Workforce Development Council (CWDC) was charged with bringing together different professions - police, teachers, health and social workers - with completely different working styles, cultures and approaches to collaborate to provide a single, cohesive package of support for vulnerable children across the country. Read more


After investment in a new ERP system (SAP), Cadbury were experiencing significant business challenges with their product development ‘engine’. Read more

Basildon District Council

The council was seeking to create a Joint Venture with Colchester Borough Council to combine customer services and IT and then offer services to other councils and public sector bodies in the region Read more

Durham County Council – home to school transport

The council was experiencing rising demand for home to school transport services for children with special needs. Along with increasing costs of supply this was going to create a real budget challenge in the next 12-36 months. The challenge was to establish how to continue to deliver a high-quality service within a constrained budget. Read more



We created the change management and readiness approach which comprised a framework for change, a comprehensive toolkit of templates and guidance packs, a readiness dashboard highlighting what needed to be in place for a successful go live and and training and communications materials to support each phase. Read more

Network Rail

The Infrastructure division of Network Rail – the organisation charged with managing and maintaining the UK’s rail network, was handed the challenge of quadrupling project throughput from £300m to £1.2 billion over a three-year period. Read more

North Norfolk District Council

The council needed to undertake a service redesign to deliver more efficient services, and respond to the challenge of improving their financial position, while meeting the needs of a rural and increasingly ageing population. Read more

Norwich City Council community engagement

Norwich City Council (NCC) is facing the most complex and challenging time in its history. Demand for services continues to grow, financial resources continue to tighten, and legislative duties continue to expand. Read more

Rotherham Metropolitan Borough Council

Rotherham Metropolitan Borough Council (RMBC) was emerging from a very difficult period in which commissioners had been installed to restore stability and good governance to the council. Read more

Reckitt Benckiser

Reckitt Benckiser (RB) was defining a new global SAP template for their manufacturing sites and commercial operations. Read more

South East Coast Ambulance Service NHS FT relocation

SECAmb had an ambitious plan to establish a new Headquarters and an Emergency Operations Centre in Crawley (EOC) in June 2017. The new centre would bring together some 250 frontline and support staff from a number of locations across the south east into the new centre. Read more

Wokingham Borough Council – commercialisation and delivery models

As part of a wider transformation programme, Wokingham was looking at all of its delivery models, including a shared service arrangement for Legal services with The Royal Borough of Windsor and Maidenhead. Read more

Eastleigh Borough Council – from business case to implementation

Eastleigh’s ambition is to innovate and improve services. To do this it recognised that it needed a fresh operating model that unleashes the capability of the organisation. Read more

Johnson Matthey ITOM

Johnson Matthey ITOM

Johnson Matthey needed to transform a highly fragmented and federated IT community into a single global capability - able to provide a consistent, high quality and cost-effective support service to the organisation, while leveraging economies of scale. Read more

Guildford Borough Council – CRM implementation

Guildford Borough Council – CRM implementation

Guildford Borough Council embarked upon a major organisation-wide transformation in partnership with Ignite which challenged every aspect of what they did and how they did it. Read more