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Case Studies

Case Studies

What we have achieved with our clients.

The best way to tell the story of VISION is to describe what we've achieved with our clients and how.

Along our journey we have been fortunate to work with companies such as IBM, Cemex, General Motors, Lloyds TSB, Citi, Scottish & Southern Energy (SSE), RSA, Telefonica, Warner Music and many others.

We pride ourselves on delivering major operational and financial benefits - fast. Here is a summary of some of our results.

We have assisted:

  • One of the UK's fastest growing utility companies to grow its customer base from 2.5m to 5m customers.
  • A major financial institution arrest a 9-year run of falling revenues to 30% growth in 12 months. 
  • One of the largest UK banks develop a mortgage service line that moved from under a 1% market share to a 10% share in 18 months. 
  • A major international mobile telecommunications company to realign its management and culture to meet  the challenges of rapid revenue growth and geographical expansion.
  • A leading North American cement manufacturer to transform into a global industry leader.  
  • One of the world's leading ATM manufacturing and servicing companies to  raise their Net Promoter Score from 6% to 66%.
  • A leading German engineering company to earn the highest profit margins in their industry.

At VISION we like to tell our stories so please contact us, and we will share with you how we have worked alongside our clients to achieve such transformational results.


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VISION: Case Studies: Financial Services

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Bank of Ireland Finance Shared Services


Combining finance functions and delivering superior customer satisfaction

Bank of Ireland declared the combining of all finance functions as one of its strategic objectives. To realise that ambition, the Bank set up Finance Shared Services (FSS), operating the accounting and financial reporting function for approximately fifty business units, processing over 200,000 invoices per annum for all their suppliers, and managing the payroll for 20,000 employees. As the FSS project evolved the Bank also decided that it wanted to move onto one Enterprise Resource Planning software package; the Bank selected SAP.

Delivering change

While promising substantial business benefits, successful implementation of the new operational structure and system required a reorganisation of processes and roles. It also provided clear evidence of a lack of uniformity across the FSS customer base in resolving issues and queries and in adherence to standards e.g. invoices arriving in non-standard condition, which resulted in re-work, duplication and ultimately waste.

Gerry Real, the Director of FSS who leads a team of over 100 people, saw the need to develop an issue resolution process whilst also delivering operational improvements. VISION carried out extensive interviews with employees to determine the opportunities for improving both business and FSS performance and processes. New processes, procedures and roles were designed and implemented. VISION assumed these key operational roles and highlighted productivity gains immediately through a series of iterative designs.

"We have a new ethos of thinking customer care and customer satisfaction."
Gerry Real, Director, Bank of Ireland Finance Shared Services

Speed of implementation

During the project VISION:

  • Set up a customer care and issue resolution process to enable Finance Shared Services' Accounts Payable section manage all issues proactively and lead to customer satisfaction
  • Installed new operations processes and practices to optimise operational performance, increase productivity and motivate the team members
  • Created new MIS tools and processes to provide accurate performance improvement metrics
  • Trained the Bank's people to take on new roles




Benefits delivered

Within a six-week timescale, the combined Bank of Ireland and VISION team:

  • Delivered 98% customer satisfaction rating in the new process
  • Produced capacity for a 100% increase in productivity


  • Implemented customer care focused practices
  • Streamlined operational processes
  • Provided accurate performance metrics
  • Introduced productivity targets

New customer care ethos

During the project, VISION developed and introduced formal and informal 'coaching' practices, especially in the critical area of customer care. Their purpose was twofold - to build morale and confidence of staff that worked with the new processes and practices and to build skills and competencies for resolving issues.

Employees now work together to drive business process improvements and have a new "customer satisfaction" mindset. Joan Fennell, Accounts Payable Manager with FSS commented: "Each team member now has a greater productivity and customer focus; this has increased morale and given greater clarity than existed before."

Future benefits

The design and implementation of new processes enables Bank of Ireland to get the benefits out of their investment in SAP and the shared services structure.

Gerry Real, at the conclusion of the project, commented, "VISION changed our ethos around customer care and delivering customer satisfaction; we now take a more holistic approach to resolving issues."

The FSS team is now proactively identifying and addressing other opportunities to enhance customer service even further by transferring the 'customer care' ethos throughout all of FSS.


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Global Investment Bank
Intelligent Finance
Lloyds TSB Scotland
Pensions Unplugged


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