Tony Pullman, Change Specialist, to head new Pinnacle team
Pinnacle has announced the launch of a new Change Management and Transformation practice area to complement its existing consulting, systems delivery, support and development services.
They have recruited the highly experienced Tony Pullman, former Global Head of Business Services Delivery at Hogan Lovells, to lead the team globally. Tony has spent two decades specialising in change within the legal sector, with time at DLA, Clifford Chance, Kennedys and Simmons & Simmons as well as with 3Kites Consulting.
The practice area will focus on working with senior management and project teams prior to kick-off; to design and develop a structured approach to change, communications, training, testing and quality assurance. It will also help firms revisit existing projects where anticipated benefits haven’t been fully realised and put in place remediation works. While the majority of engagements are expected to be systems-related, there will also be non-systems work around change catalysts such as mergers and new regulations.
Tony Pullman believes that for many organisations change management is still the missing piece of the project jigsaw:
“It’s no great secret that people aren’t great with change – and without change management, projects risk failure at worst or only delivering on a subset of the gains that were identified in the business case.
Pinnacle is all about optimising systems and helping firms get the best from their investments, and change management has always been part of their make-up. The scaling up of resources with this new dedicated team is both a response to the growing demand internationally and also our own desire to ensure we maximise client’s returns with a holistic project style.”
Pinnacle managing director Mike Bailey adds:
“Tony has an outstanding track record within professional services and his appointment signals a very serious intent to champion change management and transformation. So often we find ourselves in situations where firms think the answer is to throw more money at more technology when the reality is that they just need to exploit what they have more effectively.
Sometimes that is down to technical fine-tuning but more often it’s because the change elements of the project got left behind along the way. By tightly integrating a very robust change management approach with our systems implementation work, we can better help clients drive acceptance and deliver the expected improvements in a timely fashion.”