Berkeley Partnership LLP, The
The Berkeley Partnership LLP is an independent management consultancy based in London. Since 1990, we have been working with some of the UK's leading businesses and public sector organisations, helping management teams tackle their most complex and critical challenges. We work from strategy to delivery: setting direction, mobilising resources and managing major programmes of business and IT change. Berkeley builds long-term personal relationships with our clients. With over 95% of our work being repeat business, clients clearly see the value we bring and enjoy working with us.
accreditations & policies
Management Consultancies Association Member 
Corporate social responsibility Diversity Supplier Environmental policy clients
- Aioi Motor & General Insurance Company
- Aspen Re
- Barclays / Woolwich
- Beazley
- Centrica
- Community Fund
- DSGi
- Habitat
- Innovene
- Land Securities
- Lloyds of London
- M&G
- Marks & Spencer
- Monsoon
- National Australia Bank
- National Health Service
- NYSE Euronext Liffe
- PRS for Music
- Royal Bank of Canada
- The Law Society
- Unilever
- Wessex Water
- WH Smiths
- William Hill
- Xerox
in-depth profile
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case studies
Redefining strategic vision and operating modelThe company has been impacted by the recent downturn in global property markets, which has proven more severe than anticipated.
Key assumptions in PRUPIM’s existing 2009-2011 strategic plan were no longer valid, and PRUPIM needed to take action to reflect new market conditions.
The Board sought to rethink PRUPIM’s five year vision and...
Simplifying European Management ReportingBerkeley helped Unilever redefine its approach to management reporting, extending existing SAP tools to deliver a simpler and faster European financial close and management reporting timetable.
Transforming Xerox Europe's Business OperationsIn July 2009, supported by The Berkeley Partnership, Xerox Europe delivered the first phase of the largest and most far-reaching programme of change it has ever undertaken. It successfully transformed all aspects of its high-volume indirect business: selling to small-to-medium sized businesses through a network of distributors and...
Delivering Global Finance Transformation at UnileverBetween 2007 and 2009, Berkeley successfully led the turn-around and delivery of a critical financial transformation programme at Unilever, spanning over 100 countries and more than 600 group companies. This large-scale programme included the most complex implementation of the SAP Business Consolidation System (SAP BCS) to date, globally.
Unilever...
Driving international expansion at Marks & SpencerM&S had over 100 international stores, nearly all operating under a franchise model. Sales growth had been inflationary for several years
A strategy consultancy had reviewed the international market and operations and made recommendations to increase growth and profitability. The client had put in place a team to deliver the recommendations...
Implementing SAP for a global energy majorThis international energy company was undertaking a major programme of work to transform the operations of its global trading and supply business. At the heart of this programme was a back office project to replace ageing systems for settlement, invoicing and accounting. This resulted in one of the largest IT enabled projects the company has ever...
Portals ProgrammeLand Securities is the largest provider of commercial property in the UK, and a FTSE100 company. In order to improve customer service and provide competitive differentiation, Land Securities sought to develop an on-line relationship with its customer base. A business vision had been established, however the cost benefit was not proven and...
CMS migration project reviewOKI Printing Solutions is a market leader in the global colour printer market, with representation in 120 countries worldwide.
The company was running approximately 80 different websites across c.20 countries. There was widespread dissatisfaction with the existing platform, which was seen as inflexible and prone to outages.
OKI had initiated a CMS...
Strategic review of the Techguys business for DSGiBerkeley was asked to support the development of a strategy for Techguys, the electrical and computing support services organisation of DSGi. A new strategy was needed to address significant current problems, including unfavourable customer perceptions and major shortcomings in the delivery capability. The strategy proposed a 3 year, £40m...
Delivering Global Financial Reporting for Unilever
Developing an e-commerce offering for a major retailerBerkeley supported Habitat in shaping a 3 year vision and measurable objectives for a fully functioning e-commerce capability.
Developing a work and asset management capability Berkeley helped this water company develop its work and asset management capability
Developing a flexible resourcing strategyBerkeley helped Land Securities’ IS department select, build and integrate a balanced and capable external service delivery capability to complement their internal skills.
Defining a European IT StrategyBerkeley helped Aioi define their European IT Strategy. This was in response to Aioi’s need to have a scalable IT platform to support their growth, and to take advantage of their economies of scale across different countries.
Developing a multi-channel retail strategyBerkeley was asked to provide the impetus behind extending management's capacity to consider future possibilities and how to harness the new platform's capability in both existing and brand new markets.
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thought leadership
We all know that when delivering change across an organisation, we need to involve the people who have a stake in that change. Many of us are likely to have ‘stakeholder management’ in our plans. This typically includes activities such as identifying those people affected and their expected reaction; looking at how best to communicate with...
Too often, strategy exercises lead to nothing or fall far short of original expectations. Most of us have seen an example of an overall business or functional strategy (e.g. a Marketing, IT or HR strategy) that has launched with much fanfare and many good intentions, only to be viewed as a disappointment a year or two later.
So why is this...
Evaluating the raft of e-commerce options can be daunting, and making the wrong choices can be costly in terms of time, finance and performance. So which route should you take?
Here, we examine some of the technology options available and find out how one retailer, Habitat, chose to go online.
Choosing the right technology
Beyond building your website...
E-commerce projects may look straightforward to deliver, but online projects can be every bit as complex as the biggest IT implementations. There’s a lot more to creating a successful transactional website than you might imagine.
Getting your project management basics right is just as important with e-commerce as with any other project. However,...
Part 1: Introduction
The need for organisations to deliver their change programmes successfully has never been greater, as the current economic climate is acting as a catalyst for many vital restructuring and cost cutting programmes. However, particularly in this challenging and cost-constrained environment, delivering such programmes on-time...
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