Egremont Group
Egremont Group is a management consultancy specialising in fast, flexible and lasting business transformation with capability development at its heart.
We were founded in 2000 to reflect the changing requirements of our clients. We work as one integrated team, blending our talent with yours and with a commitment to focus on sustainability and passing skills and capabilities onto our client team members.
We are proud of the calibre of our consultants who are able to switch seamlessly from content to process to behavioural consulting and bring with them a breadth and depth of industry and consulting experience. This enables us to achieve great results, with an average project payback of 11:1.
Our clients are some of Europe’s largest and most respected companies and span a breadth of industries. To find out why they would recommend our services to you, we would like to invite you to visit the client video testimonials on our website.
Our work falls into two categories: Keeping your Organisation in Shape and Engaging your Organisation in Change. The former covers Benchmarking, Organisation Design, Lean, Innovation and Retail Redesign and the latter covers Change Management, Balanced Scorecard, Strategy Implementation, IT Mobilisation and Post Merger Integration.
News: Egremont launch an HR Director Interview series
What exactly have some of our best known brands been doing to steer themselves through the recession? What impact has that had on their organisation – on the way they work, on their organisation structure, on their culture, on their people? Has HR played a leading role during this time?
No-one has a crystal ball but how far do we look ahead at the future at macro events and trends that are irrefutable and that will shape our lives? Do we understand how this will impact our customers, our employees and how we organise our businesses today?
To complement our leading research into the Head Office of the Future and into how organisations are preparing for the challenges of the next decade, we are asking these questions and more of HR Directors within some of the UK’s leading organisations. We will be featuring a new interview every month, starting in December with Lynne Weedall, Group HR Director of Best Buy Europe. Towards the middle of 2010 we will publish a report exploring the themes arising from the interviews in the context of the work that we are increasingly being asked to do around business transformation and strategy execution. If you would like to receive an email alert informing you of the next featured interview and/or if you would like to be involved in our research project, please contact Natalie on
nataliegordon@egremontgroup.com
accreditations & policies
Management Consultancies Association Member 
Corporate social responsibility Diversity Supplier Environmental policy clients
- Alliance Boots
- Australia Post
- Australian Broadcasting Association
- BAA
- Severn Trent Water
- Shell
- Syngenta
- Tesco
- Thomson Reuters
- Whitbread
in-depth profile
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case studies
From IT Implementation to “Custodians of Change”Our client was half way through a four year programme to replace their global customer management system (used by around 8,000 employees worldwide). The primary goal was to make it much easier for customers to do business with the client. The supplementary goal was to replace legacy systems which were cumbersome and clumsy and to make it...
From reactive to proactive performance management by using Balanced ScorecardWe had been working with the client for over 18 months, helping design and implement a stores’ improvement programme using our hothousing methodology. One of the cornerstones of the hothousing methodology is the balanced scorecard which we use to drive and sustain performance improvement so as part of the roll out we had embedded a balanced...
Reducing complexity and finding focusOur client had identified that the overall costs of running its central buying and merchandising department were high compared with competitors and the function was steeped in organisational complexity. With nearly 2000 live suppliers, a store by store approach to buying and ranging and inaccurate space data, priorities and accountabilities were...
Creating an organisation structure for the futureOur client was a leading retailer looking to stay competitive in a deteriorating economic climate. Over the past few years, the combination of the rapid growth of new business areas, headcount creep and increasing complexity of the organisational structure had led to a working environment where it was more and more difficult for people to get...
Lean processes and customer back thinking driving a business case for changeOur client had recently been bought by a private equity firm and the commercial function had been tasked with finding operational efficiencies. In addition, they had recently merged with another retailer and were in the process of re-branding and re-launching their stores and merging head office processes. This was set against a background...
Behavioural LeanFollowing years of under investment our client, although working hard, was still struggling to maintain the heightened expectations and standards of service expected by both its customers and the regulatory authorities. On many of its key metrics the business was operating some way below its desired performance levels.
Our client asked us to...
Culture change driving profitabilityDespite increasing competition and declining margins, the business had an objective to double sales and triple profits in 3 years. This was against a background of staff discontent, a top-heavy structure in stores and poor leadership in the field.
We were asked to support the business to find a way to accelerate progress towards its financial...
Solution development and testing in a diverse cultural environmentOur client, a global oil producer, wanted to improve its convenience retailing profitability in Europe where their turnover was rising but profits were stagnant or declining. Their traditional approach of developing solutions centrally and handing them over to local teams to implement had failed to gain traction.
We were asked to help them design...
IT offshoring programme in IndiaThe business case for this project was predicated on shifting engineering roles to India by February 2008. A ‘captive’ IT department had been set-up in Bangalore in 2003. Some of the support areas had been offshored but progress had slowed down (the low hanging fruit had been done).
The teams were now facing the challenge of transitioning...
Bringing ideas to lifeAfter recently undergoing a significant head office cost cutting operation, our client was faced with flat sales and margins. Increasing competition from new market entrants such as Tesco, Sainsbury and existing competitors meant that they were losing market share in an underperforming industry – their economic model was looking fundamentally...
Reducing Costs within a Growth StrategyOur client was a leading UK store group that had adopted an aggressive growth strategy, targeting increased productivity, margin and trading space. This had led to a more than 30% rise in central costs over two years. As the market began to soften, other retailers were systematically reducing costs and our client asked for support in identifying...
Practical innovationOur client is the world’s leading life sciences business, a result of a merger between large British and Swiss global businesses. They recognised that the global landscape they were operating in was increasingly subject to a number of significant changes, including: increasing competition, greater price pressure and government regulation,...
Delivering growth by supporting others to changeOur client’s retail revenues did not reflect their status as one of the world’s largest airport operators.
They asked Egremont to help them design and implement a methodology which would improve performance and deliver a top class retail experience within their airport terminals. They recognised that to do this they needed to improve...
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thought leadership
Megan looked at her watch – Monday 10am, time to log on for the weekly trading meeting. The KPIs had shown her that there was only one issue to raise that week and her team had already come to her with an idea for fixing it. That meant they would finish on time and she could join the weekly product of the future forum. She had been following...
Not much is certain in this world but one thing is a given: the NHS is facing large budget cuts. The only unknown is how big those cuts will be. We can also safely say that there are certain outcomes that we all want for our Hospitals: we would like to see an environment where the patient journey is seamless, their length of stay is reduced, their...
The offshoring phenomenon
How many of us have experienced the frustration of talking to a representative of our “local” bank / train operator / insurance provider based in Bangalore? A Mail on Sunday survey of 4000 readers found that 87% of those surveyed would switch provider to avoid talking to overseas staff. Abbey National closed...
We’ve heard it all before. In today’s climate of frequent mergers and acquisitions, we’re constantly being told to embrace the change. We have to be leaner, faster, creating more growth, more profit. Most importantly, we have to impress the new owners / shareholders with ever more ambitious plans. Sound familiar? More and more of...
With a recent report from the CIPD stating that the real cost of making someone redundant can reach £16,375 per employee laid off, without factoring in related costs such as higher staff turnover and reduced productivity, we examine how best to motivate your staff to improve company performance, whether they are the “survivors” or...
In an environment in which competition is becoming fiercer by the day, retailers are constantly faced with the annual challenge of achieving high growth targets in low growth markets. Yet retailers often become focused on cost cutting and driving efficiencies, rather than using innovation. Currently, the hot question is: what can retailers do to innovate...
In our home lives, IT excites, inspires and shapes the way we live. The way we listen to music, the way weshop, the way we socialise and communicate, the flexible ways in which we can work are all shaped by the latest advances in IT. Buzzwords like blogs, wikis, mashups, and websites such as MySpace and Facebook permeate our culture and influence our...
Stripping out waste, cutting costs, doing less with more, economising: these are all words and phrases synonymous today with Lean. Downsize, smartsize, rightsize are all words synonymous with the Business Process Re-engineering phenomenon of the 90’s. On that basis you could be forgiven for thinking that Lean is merely a re-branding of Business...
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