Executive Summary
During a period of organisational uncertainty ahead of a new CEO’s arrival, the Engineering function at BG Group plc was at risk of being marginalised. Morale was fragile, stakeholder relationships were strained, and the team could not clearly articulate its commercial value.
In 90 days, we transformed the function’s positioning through a focused Leadership, Performance & Change intervention. We clarified mandate, strengthened leadership impact and aligned the team around a compelling value proposition tied directly to business outcomes.
Result: The function retained its work internally rather than outsourcing, saving over US$10 million.
Key Outcomes
Some of the key outcomes:
Absolute clarity of mandate and accountability
Defined and owned team purpose
Commercially credible value proposition aligned to the group value chain
Stronger, more self-aware leadership across six senior leaders
Reduced friction and improved internal client confidence
Restored morale and measurable uplift in performance
Recognition from the incoming CEO
Over US$10M protected through retained internal capability
Source material:
BG Group case study longer vers…
Repositioning an Engineering Function from Cost Centre to Strategic Asset
The Challenge
The Engineering team at Thames Valley Park was operating in ambiguity.
They felt undervalued. Their influence was diminishing. Internal clients questioned their contribution. Critically, the team lacked a sharp, unified articulation of:
Their core mandate
Their decision rights and boundaries
Their measurable impact within the organisation
With a new CEO arriving, scrutiny was inevitable. Outsourcing to a third-party engineering provider was a credible alternative.
This was not about capability.
It was about positioning, leadership alignment and performance clarity.
Our Leadership, Performance & Change Intervention
1. Mandate & Accountability Clarity
We eliminated ambiguity by defining precisely what the team was responsible for and where its authority began and ended. Clear boundaries accelerated decision-making and strengthened ownership.
2. Purpose & Value Proposition Definition
We worked with the team to articulate its fundamental purpose and map its contribution directly into BG’s value chain. The function moved from defensive justification to confident strategic positioning.
3. Psychometric & Behavioural Insight
Through risk profiling and leadership assessment, we exposed behavioural patterns affecting performance. This enabled:
More balanced and commercially sound decision-making
Greater appreciation of diverse risk approaches
Reduced internal tension
Targeted executive coaching for six senior leaders
Alignment between leadership behaviour and strategic goals
4. Leadership Alignment During Change
At a moment requiring visible confidence, we strengthened leadership impact. Senior leaders gained insight into behaviours that were diluting influence and adjusted accordingly, stabilising their teams during transition.
The Outcome
Within 90 days, the Engineering function had re-established credibility.
The team could articulate its mandate, demonstrate its value and operate with renewed cohesion. Relationships with internal stakeholders improved. Leadership presence strengthened. Performance stabilised and accelerated.
Most importantly, the organisation retained the function internally rather than outsourcing to an external engineering provider.
Saving: Over US$10 million.
Testimonial
"The work enabled our Engineering team to clarify its mandate, strengthen leadership effectiveness and clearly demonstrate the value it delivers to the business at a critical time of change."
— Senior Engineering Leader, BG Group
