Early D4 Credentials

D4 inside

Assured Outcome Delivery (AOD) incorporates much of the learning and experience from our founding partners in inventing and implementing Dimension 4 (D4) as members of the Isochron Group. The D4 techniques were forged in practical situations since 1988 and used in combination as D4 since 2002. Its why ODNL are proud to build on the heritage of D4.   If you would like to learn more of the science behind AOD, arising from its D4 roots, download the Why AOD Works paper.

Why AOD just works

Here are a few examples cases of the application of the AODTM forerunning method:

Martin Currie Investment Management - used the approach to rationalise their portfolio of projects. They reduced their project backlog from 60 to 23 and projects on time and in budget from 17% to 80%.

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United Utilities Group - applied the method to reverse engineer the value of an installed facilities management system, and went on to use the techniques to build value cases for eight IT systems and to support benefit realisation.

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British Telecoms Group Health used the method to evaluate the value case for creating a service operations business by concatenating three contracts. They exceeded their anticipated benefit value by 50%, three years early.

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The UK Department of Health Social Care used the techniques to build a consensus view of the future of Social Care in England and to avoid initiative overload, reducing projected initiatives from 250 to 52.

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Northern Ireland Water used the method to build the story of how savings in its plan were to be delivered. They exceeded their expected benefit value by 5% in two-thirds of the expected time.


 

The D4 techniques were also applied within: Bucks Hospital Trust (pilot); Solihull Council and Primary Care Trust; Learning and Skills Council; Argyll and Bute Council; Astra Zeneca; Dumfries and Galloway Council; DC Thompson; Moray Council; Acergy Group; Glasgow City Council; Northern Ireland C2k; Scottish Government; BECTA; DWP.

 

Mercantile & General used the D4 techniques to accelerate the assessment of viability of transferring their UK policy processing to their Canadian IT operation - identifying risks, managing analysis streams concurrently and reaching a clear, substantiated conclusion.

 


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General Accident used D4 techniques to accelerate due diligence for acquisition of German Insurance companies – to define outcome objectives, optimise project concurrency of analytical streams, remove blocks to progress and get to a decision efficiently within days rather than months.

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Standard Life used D4 elements to analyse and document the jobs of 400 staff to comply with the Financial Services Act regulations. In defining new job element clarity, the exercise revealed the value of (and time reduction) in Right to Left Planning from successful outcomes.

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National Australia Group used the D4 processes of Bias-Free Estimation of costs and benefits to make a solid investment business case for programme prioritisation and to rigorously test the case for continuation with a problem programme.

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Ernst & Young changed the culture of a professional Services company of 7,000 people across 35 offices in short order using the power of the 'Show-Me' Event process to define and communicate people change precisely. It demonstrated how D4 connects directive change leadership with delivery and accountability, and senior accountability.

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