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Lilian Anne Lawrence

Capability statement

Lilian Anne Lawrence Lilian Lawrence founded Consultancy and Training Services Ltd on her arrival in NZ from the UK.

Lilian’s friendly and unassuming manner hides the fact that she is a very experienced and qualified management consultant. This quality ensures she is readily accepted at all levels of an organisation, which is fundamental to the success of any project.

Lilian’s core belief in facilitative consultancy is reflected in her approach. She promotes co-operation and teamwork between colleagues. She has a reputation for having a pragmatic approach to assignments using best practice guidelines and principles that are adapted for each client and their culture.

The company specialises in:

- Portfolio and programme management, especially benefits management.
- Feasibility Studies
- Business and Organisation Modelling
- Operational excellence, business process improvement and streamlining.
- Change management.
- Strategic planning for business and IT.
- Designing and implementing business planning and IT systems planning processes.
-- Facilitation.
Contact:    Lilian Anne Lawrence
Telephone:    0275 777151
Mobile:    0275 777151

Professional background

Lilian is a professional management consultant with over 25 years experience. She is a Fellow of the Institute of Management Consultants in NZ. She has held several high profile roles in major UK organisations at Director and senior management level. She has an MBA in Change Management and her dissertation on Benefits Management won an award from the business community associated with the University.

Lilian started her consultancy career with KPMG then moved to BDO Binder Hamlyn where she received her formal training and was exposed to many different industries and different types of assignments. She moved through the ranks to be a Lead/Managing Consultant.

She left main-stream consultancy to help the UK’s third largest multinational bank set up an internal consultancy practice. She provided expertise and guidance in developing key service areas and helped with the development of the consultants themselves. In addition, she completed many key projects reporting to Group Board and individual business Executive Committees, for example IT Strategies, Group Network investigation and project reviews

She moved into Corporate Banking as Head of Operations and IT Planning where she introduced a repeatable planning process across the 13 different business units. She then moved to be Head of Strategic Planning where she introduced a new planning process, portfolio management and benefits management.
Her last business position was as UK Commercial Business Process and IT Director of a major UK company where she was responsible for business process improvement and developing, managing, and implementing the IT Strategy. She introduced many new concepts including process improvement, IT management frameworks, service management and portfolio management processes.

Lilian has worked in many different governement departments carrying our business modelling, operational reviews, change management, feasibility studies, programme and project management.

Professional associations

• Fellow – Institute of Management Consultants and Council Member
• Certified International Management Consultant – Fellow (CMC)
• MBA – Change Management (Dissertation Benefits Management)
• Graduate Diploma Business Studies
• Graduate Diploma in Marketing, Chartered Institute of Marketing
• Six Sigma Black Belt
• Prince 2 Project Management
• MSP™ - Managing Successful Programmes
• MoP™ - Management of Portfolios
• Trained Gateway Reviewer

Typical projects

• Establishing portfolio management offices in a number of state owned enterprises and private companies for specific organisation areas or organisation wide by developing processes, procedures and governance structures, ensuring they are successfully implemented. This would include investment logic mapping and investment management.

• Programme Director or Senior Programme management roles of complex programmes such as implementing new departments, negotiating and implementation of supplier changes across NZ due to contractual movements in service providers,

• Programme Director of a programme changes to the way technical training was provided in a state owned enterprise where training is provided in house for service providers and staff from a training administration centre There needed to be a step change in training provision and needed to create a new business model and implement this with a new vision and strategy, competency pathways and models, training documentation, trainers competencies, new systems and processes.

• Development and implementation of processes some examples include: new procurement practices and processes and supporting contracts management, planning processes, internet business processes for a major chain of plumbing outlets.
• Development and implementation of operational policy in government departments, weathertight issues programme,

• Organsational review for a central sector agency identifying what the role and responsibilities were required moving forward,
• Developed programme plans and project charters for a NZ government department for spend of $87m, major change programmes in many dofferent porganisations.
• Assessed the feasibility of a major initiative for a NZ government department, which remains confidential.
• Developed a new business model and change programme for a Government services centre.
• Carried out a high-level review of a NZ government department focussing on structure, processes and capability and provided recommendations for changes that would be needed so they can meet their desired outcomes.
• Operational review of a UK company with a turnover of over £400m. This entailed revisiting the strategic vision and objectives of the organisation, establishing the operational model and processes to support that, and designing the organisational structure to deliver it.
• Business Planning Processes: Designing and implementing processes in complex multinational businesses and smaller single business units, including the governance structures, common language, tools and techniques. The largest project delivered a business plan across 13 different businesses covering a business as usual activity of £732m and £100m.
• IT and Operations Planning: Design and implementing IT and operations planning processes.
• IT Strategy and Planning: Developing IT Strategies for many different businesses for example credit card providers, leasing company, manufacturing, wholesale and retail companies, water companies and public schools.
• Service Levels and IT Management Frameworks: Established IT Management frameworks into areas to improve performance, focussing on capability and people, establishing management mechanisms i.e. prioritisation mechanisms, support processes, service definitions, service level and operational agreements.
• Project Reviews/Health Checks: reviewing project for overspends and management practices.



Country experience

New Zealand
United Kingdom
United States


Clothing, Textiles
Education, Training
Finance, Banking
Property: Land, Buildings
Retail, Wholesale
Sport, Leisure


Business Process Re-engineering
Change Management
Feasibility Studies
Operational Review
Planning: Strategic, Business
Process Management
Project Management
Quality Management
Training, Development
CMC: A higher level of
management consulting

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