Three Mobile
Modernising Three’s operating model and deliver an agile competitive advantage.
The Background
Three Mobile had a bold ambition to double its customer base in 5 years.
To do this they needed to change their operating model to products and services; build a new, full stack IT system; capitalise on network improvements and fundamentally reorganise the business to a much leaner and more agile structure.
However, the challenge was that they were coming up against legacy mindset that left them stuck in the theory, planning and design, and struggling to implement effectively.
Our Approach
Sullivan & Stanley partnered with Three Mobile to unlock their growth ambitions through hands-on support, strategic coaching, and organisational redesign.
We broke the theoretical logjam by translating their operating model into actionable, phased execution and led programme management for the launch of their flagship 5G commercial offer. Our team provided Board-level coaching to embed agile leadership at the top, while also landing an embedded Agile Coaching function to uplift ways of working across the organisation.
Recognising a gap in delivery ownership, we helped establish a new ‘Capabilities and Services’ function reporting directly to the CEO — giving the business a single point of accountability for managing change.
At the same time, we worked with the Chief People Officer to reignite a stalled culture initiative, providing a refreshed strategic direction and momentum.
Our embedded team not only delivered results but ensured long-term capability transfer through a structured “buddy up” model between S&S consultants and Three employees.
The Outcome
Sullivan & Stanley helped Three Mobile deliver its first 5G launch on time, revitalise its operating model, and embed sustainable change — unlocking agility, streamlining operations and reigniting cultural transformation.
- Three’s first 5G product was launched on time.
- Revitalised Target Operating Model with the SLT and implemented with a focus on doing, rather than just designing, new ways of working.
- Organisation design refined and implemented across Technology and Operations, reducing hierarchy and stabilising the new ways of working.
- Headcount reduced by 12% without loss of performance.
- Culture shift restarted with a smaller, more focused team, implementing S&S recommendations. Progress seen almost immediately.
- ‘Buddy up’ programme between S&S team and Three to facilitate capability handover.
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