John Abram Email & Phone Number

Helping organisations create a competitive advantage in a volatile and unpredictable environment have been John’s career aims for almost 20years through the adoption of Agile methods, introducing digital automation, cloud computing and more recently, generative AI systems. The quality and innovative nature of his consulting approach contributed to him receiving several industry nominations and awards. By developing significant transformation proposals, he is able to successfully coach leaders on the principles and techniques that will ensure their transformation programme delivers on their strategic objectives; John's deep understanding of agile methodology allows him to retain a lead role throughout the execution phase to ensure incremental and continuous value is created for the client.Transformation success is built on a clearly defined set of strategic objectives, making, measuring the value being created possible. Too often, a bottom-up approach does not bring about a permanent change to the organisation’s DNA - because the leadership shift is incomplete. Success calls for a defined set of strategic aims, leadership leading and the importance to be continuously measuring and adjusting the transformational journey in response to emerging best practices and unforeseen challenges.• System entry: architecting the transformation through collaborating with CxOs to identify and articulate how their strategic aims will be best met through an enterprise agility and digital transformation. Based on the identification of key commercial and operational challenges as a result of taking a holistic systems thinking approach to understanding the complexity of the organisation’s starting position;• Execution: ensuring robust delivery and continuous improvement by overseeing the delivery phase of each engagement as the subject matter expertise, typically to SVP, VP and Directors, in such areas as, designing the client’s new target operating (ways of working) and organisational (people and culture) models to drive greater customer centricity, which in turn improves their competitiveness;• Life cycle: working with the client’s resourcing team (HR) and key business leaders to create their own onboarding (engaging) resource plan for each of their transformation program stages (pilot, scale-out and sustaining).Enterprise Agility Transformation:Financial Times, NHS, Nokia Siemens Networks, Diageo, Vodafone, Cambridge University, Proximus (Belgium Telco).

Listed skills include Coaching, Organizational Development, Agile Methodologies, Scrum, and 3 others.