The newly combined organization did not have enough talent to tackle the massive volume of work, particularly as the day-to-day business was continuing to grow at unprecedented rates. However, this increased need for talent was set to dissipate after the work was completed and the three-year integration window had passed.
Eliassen Group was tasked with supporting this project due to our long-standing relationship with several key stakeholders within the Project Services and Finance Transformation teams. These stakeholders had assumed leadership roles within the IMO and, considering our history of proven success, trusted us with providing the necessary talent to achieve their goals.
Our representatives worked closely with the Project Services Organization to identify the talent gaps in the Project and Program Management ranks. Once these gaps were identified, we were able to further establish the key skills for each specific area that needed support, allowing us to bring in appropriately experienced talent to take on these roles.
Eliassen Group was able to support the integration initiative by providing a customized package of our extensive Business Opti-mization offerings. As we successfully demonstrated our exper-tise in this area and successfully delivered on these projects, our team grew from 3 to 40 consultants. This success has extended our reach within the organization beyond the Project Services sector, and we now work with multiple other functions within the organization. The parent company is now halfway through the three-year integration timeline, so opportunities to continue to grow this partnership abound.