Here is why Speakeasy.work exists

Once upon a time there was a technology implementation project.

The initial objective was to replace all the excel spreadsheets and local technology the various teams in the organization were using.
When the Director of Operations came up with that project, his vision was to unify the way his internal clients were working so they could send him uniform data and he could get them all the analytics they needed to make their decisions in a timely, efficient and pain-free way.
Sounds like a good idea, right? a great one even.
Because, well…Excel, right?

Armed with said great idea, he marches into his VP boss’ office with a business case and a smile and walks out with a budget and a TRANSFORMATION PROJECT.
He happily skips down to the IT department and asks them to open a project code and line up some vendors. Of course, IT complies. I mean they have done so many of these projects before. A walk in the parc.

We now have the Director of Operations as a sponsor and the IT team as the project leads. What a great project this will be.

Fast forward a few months.

Some requirements have been documented, an RFP produced, a vendor selected, current state processes have even been mapped! We are on a roll.
Since our IT team is seasoned, they chose to go with an off-the-shelf solution. No in-house development here thank-you very much. Some basic best-practice based configuration and we are good to go. What could go wrong.

At some point in this process, the project manager decides the project is advanced enough and they need to start thinking about communications and training. He had planned for this, so he has some budget for a part-time change management resource. He calls his usual recruitment agency and two weeks later a change management analyst joins the team.

She develops training material and books sessions with all the Front-Office teams that are impacted.

The approach chosen to deliver the project is a progressive one, team by team.
Team 1, 2 and 3 are trained and the software rolled out before the problems come tricking in.

Monday morning, April 1st: the Director of Operations gets a summon to a meeting with the Finance VP and the Risk VP. When he walks into the room, the mood is somber, arms are crossed, scowls all around and general silence.
• Do you know what time of the year this is? starts the Finance VP
• …..
• It is the End-of-Year
• Do you know what we use to produce our End-of-Year reports?
• ….
• We use the data from those systems you just shut down!
• Do you know how we produce our quarterly risk reports? chimes in the Risk VP
• …..
• We use the data from those systems you just shut down!
I am going to stop this story here because it does not end well.

However, it could have. The objective was important, the intent was good, the teams involved were competent, the IT team had delivered this before.

It was not enough. There were some steps missing. Some important design steps.

This is the problem Speakeasy.work exists to solve.

Better design – Better projects.

Our Values.

CURIOSITY

LEARNING

EMPATHY

FUN

ACCOUNTABILITY

FLEXIBILITY

Our Team.

15+ years of experience.

Trusted advisor to senior leaders and executive teams.

Bibigi has delivered major transformation projects mainly in the areas of Information Technology, Financial Services, municipal government and retail.

Her areas of expertise include organizational assessments and design, change design, change management, function modelling and mapping, organizational mapping, process analysis and mapping, facilitation, training.

She holds a graduate Diploma in Management and a Masters in Strategy from HEC Montreal.

She is PROSCI certified, a trained facilitator and trained in the Design Thinking methodology of MIT

When she is not designing change or being the best mom ever, she is advocating and supporting the professional development of women in general and returning mothers in particular.

Bibigi Haile

Founder and Principal

8+ years of experience

Passionate and highly effective Milagros brings to Speakeasy the skills she acquired in Transfer Pricing Consulting, at Deloitte and EY.

Her areas of expertise include planning and managing multiple projects, performing functional and risk analyses, analyzing financial statements and agreements, preparing financial models to assist clients in establishing and supporting transfer prices, and providing recommendations and implementation plans.

Bachelor’s degree in Accounting & Finance

Postgraduate studies in Corporate Finance and Human Resources Management

Her passion for developing people and helping organizations succeed brought her to the Change Management field

Strong advocate for designing better change to increase project success.

Milagros Howell

Change design Consultant