Where Strategy Becomes Operating Reality

TGG recovered the programme; introducing an Intelligent Client Function (ICF) to stabilise delivery and rebuild governance. The team cut through silos, poor inter stream communication and coordination, and weak planning discipline by introducing a matrix structure, streamlining governance routines, and creating an integrated programme wide plan. We closed critical leadership gaps across Data, Integration, O2C & P2P to safeguard delivery. The result was a shift from a delayed, supplier led programme to one that consistently hit milestones, with subsequent phases all delivered on time and to budget, restoring senior stakeholder confidence.

Leveraging our Intelligent Client Function (ICF) framework, programme governance, PMOaaS, and specialist SAP SME support. TGG ensured disciplined planning, integrated controls, and supplier assurance across a complex multinational programme. Our governance team maintained delivery momentum, assured SI execution, and drove cross regional alignment to protect scope, timelines, and quality. As a result, the Programme met all major milestones and was successfully delivered, reinforcing our reputation for dependable, client side oversight of high stakes transformation.

TGG conducted a Global HR Situation Assessment, documenting HR systems, roles, processes, and data worldwide explicitly including Japan, Greater China (Taiwan, Hong Kong), and South Asia (SESA countries).

This work supported the deployment of the Global HR ServiceDesk and harmonisation of HR processes across regions.

TGG is supporting a UK-based manufacturing business through a multi-phase transformation using a capability-based enterprise architecture approach to translate growth strategy into execution.

Our work began with strategy interpretation and business architecture, defining value drivers, establishing a capability model, and using capability-based planning to scope the transformation roadmap, workstreams and priority work packages. This created a shared view of what needed to change, where to focus, and how value would be delivered.

Building on this foundation, we designed the target operating model and an integrated, phased roadmap aligning operational excellence, digital enablement and innovation. The architecture provides line-of-sight from strategy to capabilities, KPIs and delivery activity, enabling confident prioritisation and governance.

The approach also aligns PLM and ERP change to the target state, ensuring technology enables the operating model rather than driving isolated initiatives. The result is a coherent, reusable architecture that connects strategy to execution and can be scaled across sites as the business grows.

TGG is supporting a Multinational Manufacturing Client with a multi phase transformation programme focused on operational excellence, manufacturing uplift, and digital enablement. Current work includes mapping and improving the core product line, front end and shop floor processes, introducing Lean daily stand ups, benchmarking performance, and driving manufacturing excellence through value stream mapping and root cause analysis. TGG is also aligning the transformation roadmap with clients (PE Backed) growth strategy, preparing the ROI and business case for the investors, and providing programme governance. In parallel, TGG is supporting implementation alignment for Windchill PLM and Sage ERP to improve engineering data, material control, and digital manufacturing capability.

The Programme was a major business transformation designed to modernise and standardise operations across multiple UK business units by extending the Oracle ERP footprint, upgrading to the latest Oracle platform, incorporating functional process enhancements, and deploying a fully integrated PLM solution. It aimed to unify processes across supply chain, manufacturing, engineering and finance. The client engaged us due to our 12 year track record delivering Oracle enabled change, we provided programme governance, client side delivery management, ERP/PLM expertise and assurance to support the Client Steering Committee drive successful delivery.

TGG supported the client by delivering IT enabled business change, primarily focused on Oracle and SAP related systems and process training, digital adoption, and programme support. We provided Assima based system simulations, LMS administration, and content development to enable large scale system rollouts across the UK and Asia. We also supplied project and programme management, PMO services, and business analysis to strengthen delivery and governance. As an approved supplier under the clients MSA, we helped provide outcomes driven consulting and integrating seamlessly into the clients change teams. Their work included global L&D support, training rollout readiness, and supporting operational change initiatives, onsite and remotely in Asia and UK.

TGG delivered a multi year transformation partnership for this client, covering business analysis, IT strategy, systems specification, programme governance, and software procurement. TGG mapped operational processes across Environmental Services, Waste, Parks, Cleaning and Transport, identified efficiency opportunities, and defined detailed functional and system requirements to support the client’s modernisation agenda. We guided the client through benchmarking and software selection for Field Service Management solutions, produced procurement artefacts, and provided weekly PMO oversight. We also provided IT leadership, data security management, Service Desk optimisation support, and organisational change recommendations, becoming a trusted transformation partner.

TGG supported the clients largest European manufacturing plant in preparing for the SAP programme by strengthening governance, risk management and business readiness. We conducted a rapid situation assessment to identify plant level risks and gaps, delivered a structured PMO setup, and created project controls artifacts to manage the Business Unit adoption of S/4 Hana. Working as an extension of the plant team, we supported data readiness, UAT coordination, cutover planning, statutory process alignment, and super user enablement.

TGG was engaged by the client to strengthen IT delivery, support rapid business growth and improve control across expanding M&A activity. We mobilised a team to stabilise the IT workload, manage inflight projects, and address integration challenges linked to new acquisitions. A parallel workstream focused on designing a repeatable M&A governance and integration framework. We supported the client’s compliance needs through a DORA scoping assessment and ongoing collaboration with the compliance and risk teams. The engagement expanded following positive feedback and demonstrable early value.