Impact Strategy Consulting provides a suite of “enablers”, from effective coordination and allocation of resources to creating and embedding a change mind-set in the organisation, as well as effectively managing external stakeholders

Road Change-Over Strategy

A division of a public utility company had development of an Integrated Logistics Strategy (ILS) with a focus on accelerating the migration of its coal transport from road to rail. Implementation of the ILS was needed therefore to be accompanied by a parallel Road Change-Over strategy (RCO) aimed at mitigating the potential negative impact in terms of job losses and sustainability of SMMEs in the road transport industry.


The project reviewed the impact on the transporters and related industries in the Mpumalanga region to fully understand the extent of mitigation required. Following a detailed analysis of the impact and an assessment of each individual transport company, a comprehensive mitigation strategy was developed. The approach also included the formulation of an implementation vehicle that would be driven by a combination of external partners and company resources.

The sensitive nature of the project required extensive stakeholder management which involved:

  • Identifying & understanding stakeholders
  • Developing & aligning on approach & message
  • Engaging & reviewing engagements

Impact conducted a thorough stakeholder analysis based on the impact assessment. All transport companies were interviewed to gain an in-depth understanding of the stakeholder group.  In addition, the team conducted engagements with the key mining companies supplying coal, to gain an understanding of their position and potential role in implementing a mitigation strategy. The local government and potential funders for the mitigation vehicle were engaged through existing company platforms. Prior to all engagements the team held alignment sessions with the internal team to establish the approach.


The project allowed for a clear understanding of the impact of the Integrated Logistics Strategy on stakeholders and the economy. Through comprehensive alignment sessions with internal relationship managers, we were able to provide guidance and support to be used in engaging stakeholders, particularly with all contracted coal transporters.

Finally, and most critically, a clear list of mitigating options with supporting business cases that would improve or restore affected community’s income and standard of living after displacement was provided.

Change Management for Procurement Transformation

A financial services company’s procurement division wanted to transition from a tactical, reactive operating model to one more focused on meeting strategic business objectives in a proactive way. As part of this transition, the division rolled-out a new version of database management system with two procurement specific modules.  In line with the approach for the roll-out, selected divisions at the bank implemented a new process for proactive procurement. Change management was introduced to the project 4 months before ‘go-live’ to:

  • Increase the rate at which staff adopt the system
  • Increase the utilisation of the system while reducing interruption to business-as-usual activities
  • Increase and enhance procurement aptitude in order to facilitate the benefits of the division


The change management activities were directed at enabling strategic alignment, stakeholder mobilisation, benefits tracking and internal (procurement division) development. Specific activities included:

‘As-Is’ and Impact Analysis

  • Investigating the case for change at the company in the context of procurement and the database management system
  • Identification of stakeholder groups, focus group interviews and conducting impact analysis

Change Management Strategy and Plan

  • Communication and mobilisation plan and implementation to increase awareness and buy-in for the new system and process
  • Stakeholder management, process mapping and training for specific divisions implementing the new procurement process

Change Tracking Mechanisms

  • Change readiness assessment and Beta testing

Post-implementation support and analysis

  • Helpdesk management, issues resolution and referral and design of post-implementation change management initiatives


Successful system and process implementation for the change was enabled, through an effective and simultaneous top-down and bottom-up approach, allowing the procurement division to achieve its desired end state.

Asset Management PMO

A public utility division required assistance to design and develop a detailed Programme Management Office (PMO) that would result in a complete transformation of the division.


Following on from the design phase of the project, the company had in place an established project team separated into 8 different streams (6 process streams, Change Management and Information Management). The company provided a resource to each stream to assist in detailed project planning including the development of detailed stream implementation timelines, allocation of resources per initiatives per stream. integration points and assessing benefits and costs.

Once the individual stream plans were complete, an integration workshop was held where integration points amongst the streams were finalised, resource conflicts were resolved, and final project benefits were agreed.

Running concurrently to the development of the stream plans was the establishment of a permanent PMO to oversee the implementation of Asset Management. The PMO would be responsible for project oversight, reporting, stakeholder engagement, and overall project accountability. The establishment of the PMO included:

  • The establishment of project management forums,
  • The development and implementation of multi-level reporting
  • Development of integration and budget tracking mechanisms


Through the intervention, an integrated, holistic and realistic implementation plan was developed, the budget for the Asset Management project was established and approved on the back of a significant business case and the PMO was implemented providing a mechanism to control the implementation of asset management.