Surviving and thriving - IBM's journey of planning and preparation for the 2012 London Olympics
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Planning for the 2012 Olympics IBM United Kingdom and Ireland Surviving and thriving IBM’s journey of planning and preparation for the 2012 London Olympics
Planning for the 2012 Olympics
IBM United Kingdom and Ireland
Introduction
On the 6th July 2005, the head of the IOC announced Writing with the benefit of hindsight, we are delighted to
that London had beaten Paris to host the 2012 Olympics. have witnessed a spectacular London Olympics, praised
The joy felt by millions of British citizens was quickly around the world for its organisation and spectacle, as
extinguished the following day when terrorists set off well as incredible success by team GB!
suicide bombs across a number of London transport
hubs, killing many and injuring hundreds if not thousands We are of course relieved that the games passed
of people. Those attacks were an early and unwelcome without major incident, and whilst we dealt with a
reminder that the 2012 Olympics would be the most small number of client situations, these did not stress
heavily protected event in the history of the world, and our operations and were dealt with quickly, quietly and
that it was incumbent on everyone to identify, plan for efficiently.
and mitigate against every risk; from terror attacks to
cyber attacks; from transport chaos to mass rioting; from Some people have asked whether we over-planned, to
supply chain breakdown to power failure. which our answer is emphatically ‘NO’. We planned for
the worse, hoped for the best, and, rather like Y2K, our
It was also clear that to ensure the safe and smooth key measure of success was that the games, our business
running of the London Games, the UK Government, and those of our clients carried on without a glitch. I am
authorities, military, police and private industry would delighted to say that this was indeed the case.
have to work together like never before. London was, and
is already, an overcrowded city, bedeviled by an ageing Credit for the hard work and dedication that made this
transport infrastructure, traffic jams, overcrowded trains project such a success goes to the team we built to plan
and a Victorian underground system that was bulging at and execute it. These are recognised and listed at the end
the seams. How were we going to cope with millions of of this document.
additional visitors expected without badly disrupting the
commercial lifeblood of the country, much of it located in Alan Flack
London? Operation Olympics Project Lead
IBM UKI is part of that commercial lifeblood, employ-
ing around 25,000 people across the UK and Ireland, and
and is a significant contributor to the IBM Corporation's
revenues each year. It was evident that we had a duty to
protect our business, as well as those of our clients, many
of whom were sponsors or partners to the Olympics.
As we had a number of major locations in or very close
to some of what the UK Olympic Delivery Authority
(ODA) called “hot spots” (areas expected to be massively
disrupted by the staging of the Games), as did hundreds
of our clients, it was clear we had a lot of planning to do.
This case study explains how we went about the task of
planning for the London Olympics and has been written
to help clients and other IBM Companies plan for future
major events.
Planning for the 2012 Olympics
Having and sharing
confidence
We were confident that IBM had the experience, re- Preparation is key
sources and ability to manage our way through virtually All major events have the potential to impact normal
any crisis, especially one for which we had been given so business operations and the nature of these events means
much notice! Our own Business Continuity and Resil- that, should any incident occur, it is likely that more than
iency Services (BC&RS) business has years of experience one organisation will be impacted. With the help of
dealing with disruptive events, so it was to them we IBM’s own Business Continuity and Resiliency Services
turned for our initial approach. An early action identi- business, we were prepared for almost any eventuality
fied was to post a statement on our web site reassuring as a result of the Games—both the known, and the
our clients that IBM would be there for them whatever unknown.
happened.
We recognised that some of our own offices were
We drafted the statement on the following page and, located in areas designated as ‘hotspots’ by the Olympic
once approved by the project team and the company legal Delivery Authority (ODA). We also knew that many of
representative, it was placed on our web site, and a ver- our clients, partners and suppliers offices were similarly
sion created as a letter from our UKI CEO which could located and liable to potentially severe disruption. Our
be sent to clients: plans recognised this and we worked towards:
IBM’s Business Continuity & Resiliency Services •• Migrating employees away from our most severely
business has over 20 years’ experience in effective incident impacted locations whilst ensuring they could continue
management. By preparing ourselves, our clients, our to work productively
suppliers and partners ahead of the Games, we ensured •• Working with clients who were in disrupted areas to
we could maintain normal business operations under ensure service continuity and access where appropriate
virtually any condition. •• Ensuring that our maintenance organisation had
sufficient engineers able to reach ‘difficult’ sites within
Our preparations for any ‘incident’ are always focused agreed timescales
in three areas: our resources, our sites and our awareness •• Stockpiling parts and machines to reduce reliance on
of the situation. stretched logistics networks during the games
•• Aligning our global technical support organisation to
In preparation for London 2012, we pulled together support the UK during this key time
a team of people from across all aspects of our business, •• Being ready to assist if so requested to support the
including: Government in case of a national IT related emer-
gency.
•• HR—we reviewed our policies to ensure adequate
staffing and skill levels wherever required IBM put in place a special Command and Control
•• Technical Support Services—ensuring clients' service Centre located outside London and away from any ‘hot-
requirements were met spots’. This centre—one of our own Business Recovery
•• Supply Chain Continuity—ensuring our vendors were Sites—was equipped with failsafe power, communications
able to continue to supply us and other systems, and was staffed by senior IBM Profes-
•• Work Environment—ensuring all our employees sionals and Executives 24/7 throughout the games period.
could continue to work even if access to their normal
locations was disrupted
•• Client Delivery—ensuring our service delivery obliga-
tions continued to be met.
IBM United Kingdom and Ireland
Well connected
Our clients know that risk management is about making
“We recognised
informed choices. Successful planning for a major event immediately that IBM's
requires planning and foresight, but also the interpreta-
tion of information in an often rapidly developing
operations and our
environment. ability to service our
In the run up to the games, IBM worked with relevant
clients would very likely
games, governmental and statutory bodies to ensure we be disrupted severely if we
had the most up to date information available. We contin-
ued to communicate our plans as we moved forward, and
didn't plan for this event
we reached out to those clients whose businesses might be properly. Working with
impacted in some way by the games.
colleagues throughout
IBM, and most especially
from our own Business
Continuity and Resiliency
practice, helped us pull
together the robust and
thoroughly tested plan
summarised here."
—Paul Martynenko, VP Technical Executive, Europe, IBM
Planning for the 2012 Olympics
Dear Client,
IBM and preparations for the London 2012 Games
IBM in the UK has been preparing for the London 2012 games now for some time. This document gives our basic statement of
intent, and outline details of our plans. We are in ongoing dialogue with our clients, partners’ suppliers and the rest of the IBM
Corporation to ensure we are able to continue to run our own business and service our clients with minimal disruption during
this event, which is unprecedented for the UK in terms of its size and scale.
We are confident
IBM is committed to our clients, partners, employees and shareholders to ensure that our business is able to continue on a
strong footing during any incident, disaster or planned, but potentially disruptive event such as the London 2012 Games. We
are constantly planning, testing and replanning our critical business processes to ensure continuity during any event or incident.
IBM’s Business Continuity & Resiliency Services (IBM BC&RS) business has over 20 years’ experience in effective incident
management. Preparing ourselves, our clients our suppliers and partners, ensuring we maintain normal business operations
under virtually any condition.
Our preparations for any ‘incident’ are focused in three areas: our resources, our sites and our awareness of the situation.
In preparation for London 2012, we have pulled together a team of people from across all aspects of our business, including,
but not limited to:
• HR – our policies to ensure adequate staffing and skill levels wherever required
• Maintenance and Technical Support – ensuring clients service requirements are met
• Supply Chain Continuity – Ensuring our vendors are able to continue to supply us
• Work Environment - ensuring all our employees can continue to work even if access to their normal locations is disrupted
• Client Delivery – ensuring our service delivery obligations continue to be met
We are prepared
All major events have the potential to impact normal business operations and the nature of these events means that, should any
incident occur, it is likely that more than one organisation will be impacted. With the help of IBM’s own Business Continuity and
Resiliency Services business, we are preparing for almost any eventuality – both the known, and the unknown.
We recognise that some of our own locations are located in areas designated as ‘hotspots’ by the Olympic Delivery Author-
ity (ODA). We also know that many of our clients, partners and suppliers locations are similarly located and liable to potentially
severe disruption. Our plans recognise this and we are working towards:
1. Migrating employees away from our most severely impacted locations whilst ensuring they can continue to work
productively
2. Working with clients who are in disrupted areas to ensure service continuity and access where appropriate
3. Ensuring that our maintenance organisation has sufficient engineers able to reach ‘difficult’ sites within agreed timescales
4. Stockpiling parts and machines to reduce reliance on stretched logistics networks during the games
5. Aligning our global technical support organisation to support the UK during this key time
6. Be ready to assist if so requested to support the Government in case of a national IT related emergency
IBM United Kingdom and Ireland IBM will also have in place a special Command and Control Centre located outside of London and away from any ‘hotspots’. This centre – one of our own Business Recovery Sites, is equipped with failsafe power, communications and other systems, and will be staffed by senior IBM Professionals and Executives 24/7 throughout the games period. We are well connected Our clients know that risk management is about making informed choices. Successful planning for a major event requires plan- ning and foresight, but also the interpretation of information in an often rapidly developing environment. In the run up to the games IBM is working with relevant games, governmental and statutory bodies to ensure we have the most up to date information available. We will continue to communicate our plans as we move forward, and we are reaching out to those clients whose businesses will be impacted in some way by the games. More Information For more information, or if you want to talk to IBM about any special requirements you have during the London 2012 games, please contact your IBM Client Representative or visit www.ibm.com/uk/londongames. Yours sincerely, Stephen Leonard General Manager IBM UK and Ireland Direct Line: +44 (0)20 7202 3595 Email: leonardsa@uk.ibm.com
Planning for the 2012 Olympics
The Olympics in the UK—what and where?
UK venues Key dates
Includes Olympics & Paralympics
Torch relay 19th May to 27th July
Opening Ceremony 27th July 2012
Closing Ceremony 9th September
2012
London venues
IBM United Kingdom and Ireland
Olympic logistics in numbers
Venues Olympic Games Paralympics
600
pre-Games
300
medal winning
471
medal winning
training camps events events
74
Olympic
26
Olympic
20
Olympic
venues sports sports
19
LOGOC
34
venues across
21
venues across
sites the UK the UK
4
GLA
17
days of
11
days of
Live sites competition competition
Planning for the 2012 Olympics Olympic preparations—all things considered Fig. 1.0 Mind map of considerations
IBM United Kingdom and Ireland
Starting blocks Identifying project workstreams
We built our planning based on our proven experience We created a project team that represented all of the
with major events. Whilst this was the biggest peacetime various business units and functions within IBM to ensure
event to happen in the UK, IBM has experience of previ- we had covered every angle. These are listed below:
ous Olympic Games across the world on which we could
draw. •• Internal Communications
•• Human Resources
We remained closely interlocked with the Olympic •• Marketing, Communications and Citizenship &
Delivery Authority (ODA) to ensure every possibility was Business Partners
covered and get in-depth insight into the overall plan- •• External Communications and Public Relations
ning. •• Command & Control Centre (LION)
•• Chief Information Office
We chose to restrict access to our London South Bank •• Procurement
location between 25th July—14th August to minimise •• Buildings/Real Estate (including South Bank)
our own impact on the stretched travel services and •• Technical Support Services (including Maintenance)
reduce employee commuting stress. This resulted in •• Client Delivery
footfall reduction of around 90%, taking the average daily •• Business Opportunitites
number of people visiting the location from around 1,800 •• Finance
to around 100. •• IBM Education & Training.
We focused on enabling our team to continue to Each workstream presents its own perspective and plan-
deliver throughout the Games to ensure as little impact or ning over the following pages.
disruption to our services as possible.
We pro-actively reached out to our key clients and
those within London to highlight our preparations and
plans for the period. Furthermore, we also focused on
supporting our clients where the Games had the potential
to create new opportunities for both them and IBM.
We built a fully resilient 24/7 Command & Control
Centre outside London which was in place throughout
the Games and, as part of the operations process, we
published an emergency number for internal client teams
and Her Majesty's Government (HMG) to contact us in
a crisis.Planning for the 2012 Olympics
Internal Communications and Resources
The Internal Communications team had three ambitions
for the Games. Firstly, that IBMers were able to share in
“Enthusiastic, capable and
the energy and excitement that the UK’s participation in confident IBMers are key
such a prestigious event offers. Secondly, that they had
all the information they needed and were equipped and
aims for the internal
able to deliver ‘business as usual’ service to our clients and communications team.”
finally, that they had confidence in IBM’s preparedness —Scott Stockwell, Internal Communications Workstream Leader
for the games and could communicate this to clients.
w3 is IBM’s intranet hub and was a focal point for our
communications. Manager and Employee FAQs were
posted online, providing answers to the most frequent
questions along with the ability to pose new ones, and
a central site for all resources connected to the game
including the contact details for subject matter experts,
(many of whom are listed within this publication), links to
official sites for travel planning and resources for com-
municating with clients was published.
Our weekly ‘all employee’ email newsletter ‘LinkMe’
ran frequent articles in the lead up to the games providing
advice and guidance along with stories from IBMers,
many of whom were volunteers or even competitors in
the Games. A lighthearted game was also developed to
share information about the Games in an interactive way.
Major offices provided local communications to
IBMers and site visitors alike, ensuring local arrange-
ments were clearly understood. Global teams were also
part of the program, including our travel vendors, to
ensure that anyone within IBM who was booking travel
was aware of the local changes, right through to the
global Executive Assistants Network to ensure that senior
visitors planning a visit to the UK had a clear view of
local arrangements during the Games.
Shortly before the Games a final set of communications
were delivered to aid senior executives to support our
clients in any circumstance during the games.IBM United Kingdom and Ireland
Our people and HR
“We have offices IBM spent a large mount of time reviewing the potential
impact of the Games for our people. We have offices
nationwide and nationwide and employees across most post code areas,
employees across most so the impact of the Games on travel and mobility was of
significant importance.
post code areas, so the
impact of the Games on There was particular focus on those working in areas
close to the Games venues, especially, but not restricted
travel and mobility was of to, Central London.
increasing importance.” In some cases individual plans were completed and the
—Rachel Hill, HR Workstream Leader
needs and requirements of employees taken into consid-
eration, for instance, by working closely with our People
with Disabilities group and those with fixed technology
equipment.
We undertook journey mapping for employees to plan
the best routes to take for business critical journeys well
ahead of time.
As a progressive employer, IBM already operated
extensive flexible working options and we highlighted
the various ways of mobile & flexible working again to
our workforce. Working from alternative locations such
as low-impact offices, client offices outside of the core
Games territory and working from home were all pos-
sibilities.
The summer vacation period is traditionally a quiet
period for most organisations, but we completed pro-
active holiday vacation planning to give organisational
flexibility and to understand the availability of employees
during the games.
We chose to restrict access to our South Bank location
between the critical dates of 25th July to 14th August to
relieve pressure on the business and on the local travel
and transport systems. We planned for a reduced footfall
from around 1,800 per day to less than 100 pre-approved
employees to remain on site.Planning for the 2012 Olympics
Marketing, Communications and Citizenship (MCC) & Business Partners
Planning well ahead of the Games, we realised fairly
quickly that from a marketing & Communications
“Planning well ahead gave
perspective, the exposures we had were easily closed. We us ample opportunity to
held a workshop mid-March with representatives from
the various units within MCC and included our main
close off any potential
agencies as well. We looked at the following: exposures, putting us in a
Events: we reviewed if, when and where to hold our
good position with the rest
events throughout the Games period, especially those in of the year's campaign
London. The South Bank Customer Centre was closed
between 25th July through to 14th August, and as a key
planning.”
—Alan Flack, MCC & Business Partners Workstream Leader
venue for hosting client events, we were obliged to find
alternative venues outside the disruption areas.
Agencies: we identified two substantive issues. Both
our brand/advertising agency and our media buying
agency had their IBM servicing teams in buildings within
identified ‘hotspots’. We worked with both of them to
understand their mitigation plans, ensuring they could
support us during the disruption period.
Client buying behaviour: with so many of our clients
focused on the Olympics, we had to ask whether they
would indeed be focused on purchasing until September,
and, if not, should we invest in short term marketing
during June/July/August?
Media costs: we reviewed whether media costs for
TV online & print would be increased at that time and
planned accordingly.
Staff availability: our own staffing and holiday planning
was reviewed to ensure adequate cover at all times and
agencies were asked to ensure they had adequate cover.
Olympic branding: It was vital in all of our marketing
& communications to ensure we stuck to the spirit and
the letter of the law pertaining to the use of Olympic
related words, images, logos and iconography. We issued
guidelines on what could and could not be said, both
internally and externally, when referring to the London
2012 games.
Planning ahead: we looked at planned workloads with
the above in context and found that we could defer some
of our low key campaigns.IBM United Kingdom and Ireland
External Communications
“Social media is now We undertook a full review of our coverage plans during
the Games so we could pro-actively monitor social media
a key discovery tool for and key news sites for service delivery throughout the
journalists to report Games period.
breaking news; it’s vital We then made contact with our key clients’ commu-
that we quickly identify nications teams to understand any concerns they might
have for the period and so that we could tie up on special
emerging stories and work announcements that they might be making. This also
out how they impact both meant that we knew who the best contacts were within
their organisations. Therefore, should we have had to
IBM and our clients.” communicate any particular messaging jointly during the
—Ken Saunders, External Relations Manager period, we could do so quickly and efficiently.
We continued to monitor social media communications
very regularly to ensure we got early visibility of focus
areas.Planning for the 2012 Olympics
Command and Control Centre Support 24/7—LION Team
We created a resilient 24/7 ‘Command and Control’
Centre, located outside London, to handle any situations
“Our 24/7 support is based
which might arise throughout the period. It was impor- on existing proven
tant to be positioned well away from Olympic ‘hot spots’
so the control centre would remain unaffected at all times.
practices”
—Andrew Treglohan, LION Team Workstream Leader
The Command and Control Centre was built on the
existing set of processes and procedures for Business
Continuity and Resiliency Services, honed over the
years using our experience of many disruptive events
and incidents. The processes are well known and well
documented, and proved more than capable of handling
the incidents we dealt with.
We published an emergency 0800 telephone number
internally for client teams, executives and the UK Gov-
ernment to enable fast contact with senior IBM executives
and technical professionals in the event of a crisis. This
number was accessible 24/7 throughout our period of
operation.
We operated for ten weeks throughout the run up to,
and during the Games and Paralympic Games.
We named the team managing the Command and
Control Centre as the LION team! This was easily
memorable for people and helped keep the profile and
presence of the team at the forefront of everyone’s minds.
The LION Team were fully supported by the IBM execu-
tive team, who were represented on every shift. Daily
management reports were issued highlighting on going
issues and out of line situations.IBM United Kingdom and Ireland
Chief Information Office (CIO)
“Our key objective was to We took the opportunity to review our own IT infra-
structure to ensure seamless operation throughout the
limit any potential impact Games and provided our employees with business-as-
to our systems throughout usual access to technology.
the Games period." We interlocked with key Telco and other suppliers
—Simon Meredith, CIO Workstream Leader regularly to ensure their planning was making good
progress, to limit any potential impact from their end and
mitigate any risks.
Working with our global IBM team, we made sure
that we had the appropriate plan in place throughout the
period.
Focused maintenance schedules and availability of key
applications (eg. w3 & sametime), were critical to our
planning, and upgrades etc were minimised throughout
the Games period to limit impact to systems and the
workforce.Planning for the 2012 Olympics
Procurement
Procurement had a critical role to play in the support
of IBM's clients. As a truly globally integrated function,
“...not only did we have to
not only did we have to consider the logistics challenge consider the logistics
posed by the Games within UK borders, but also seamless
and heightened support from our Procurement Delivery
challenge posed by the
Centres around the globe. Games within UK borders
A specialist Olympic team of Category Managers was
but also seamless and
deployed six months in advance of the Games and worked heightened support from
with key stakeholders to communicate IBM's plans to
suppliers; risks were identified, managed and mitigated
our Procurement Delivery
to ensure continued delivery excellence. Bespoke travel Centres around the globe."
solutions were provided for employees at the forefront of —Ross Mandiwall, Procurement Workstream Leader
client support.IBM United Kingdom and Ireland
Buildings / Real Estate
“This plan was created… The Real Estate team concentrated on the construction
of a robust plan to enable continued operation during
to ensure confidence in the Olympic period. This plan was created in partner-
the continuity of our ship with our key suppliers to ensure confidence in the
continuity of our building operations.
building operations…and
also availability of our Key points included staff welfare, security and the
provision of services from the third party suppliers that
critical assets.” work with us to ensure the continued availability of our
—Terry Wills, Buildings / Real Estate Workstream Leader critical assets.
A detailed demographic analysis of key support staff
was performed to enable us to react to the differing infra-
structure limitations expected over the Olympic period.
Key events of the games were also mapped against IBM
office and client locations to provide an understanding of
possible impacts.
Our engineering teams accelerated the maintenance
program for critical building assets to enable a main-
tenance change freeze for offices expected to be most
impacted within central London.
Lastly, the Real Estate group contingency plan for the
period was interlocked with the IBM LION command
centre to provide a single point of reporting and, if need
be, escalation.Planning for the 2012 Olympics
Technical Support Services (TSS)
A key element of the TSS business is providing Service
Representatives and parts to the client in a timely man-
“...seamless delivery of
ner, so we began our planning by pro-actively reaching service to our client
out to our clients and suppliers to get an understanding
of any potential impacts caused by the staging of the
despite the logistical
Games or any additional requirements they had. We then challenges”
reviewed our end-to-end support model and determined —Carmel Duffy, Technical Support Services (TSS) Workstream Leader
that our key risks were to do with distribution of parts
and service representatives in high risk areas especially in
the Games vicinity.
To address the parts availability issue, several tempo-
rary locations were set up in key parts of London for us
to store parts and reduce parts travel distances. These
stocking locations were augmented with pedestrian and
cycle couriers for fast delivery of parts to clients. Some
foot-based Service Representatives had additional ‘bag
stock’ kits and a team of ‘buddies’ working alongside
them to maintain stocking levels. At the national level, the
normal UK stock locations had dedicated teams of profes-
sional motor-cycle couriers ready to be dispatched, with
parts, to those clients that were likely to be affected by
traffic congestion. Additionally, a temporary mobile parts
replenishment system restocked local stocking locations
and Service Representatives ‘on the road’.
Of course, a resilient parts logistics operation would
have been undermined if there was insufficient IBM
trained resource to deploy against service requests. To
address this, we restricted annual leave to ensure skilled
resource levels were appropriate and flexible. These
actions applied across Hardware and Software support as
well as the Management and Field-based teams. Addition-
ally, TSS worked with the other businesses of IBM UK
and the relevant external authorities to ensure our teams
could access IBM offices as required.
None of the IBM Hardware and Software Support
Centres were local to any of the Olympic venues and so
we did not expect them to be affected in any way. As part
of IBM’s business continuity operating protocols, none of
our Support Centres host the systems they use to provide
support to clients. Again, as part of IBM’s standard busi-
ness continuity protocols, all support personnel were fully
enabled to work from home, such that if an untoward
event had happened at an IBM office, no service level
impact would have been experienced.IBM United Kingdom and Ireland
Client Delivery
“Research enabled us to The goal of the Client Delivery team was to raise aware-
ness about the potential impacts of the London Olympics
focus on understanding 2012 to IBM and the delivery of service to our clients.
how IBM can best support This was achieved by providing information to engage
our employees and equipping them to ensure our service
our clients throughout the delivery obligations continue to be met.
Games.” We issued a complete communications program to a
—Michael Johnson and Helen Barge, Client Delivery Workstream
Leaders wide IBM audience, whilst simultaneously identifying
and analysing all clients across the IBM business who
could have been adversely affected by the Games and its
associated events.
We initially reached out to our clients to understand
what the Olympics means for them: to find out how far
along their own planning they were; to understand the
anticipated impact on them for the period of competi-
tion and either side; what opportunities and threats they
considered to exist in their areas.
This research enabled us to focus on understanding
how IBM could best support our clients throughout the
Games from a planning and process perspective, through
to ensuring Business Continuity and Recovery services
were in place to deal with potential challenges.
We were able to use our experience in risk identi-
fication and mitigation strategies to inform their own
planning and help them further along their own journey.
Furthermore, we reviewed our client delivery strategy
and global support model to ensure it provided what was
required of us at that time, assuring our clients that we
would be there to support them as usual throughout this
unprecedented event.Planning for the 2012 Olympics
IBM Education and Training
IBM delivers most of its public Software Group (SWG)
and Server Technology Group (STG) training classes in
“We schedule our courses
the City of London, so it was recognised that these would six months in advance of
be impacted by increases in travel volume and rising
lodging costs for delegates and instructors. We expected
our public schedule and,
a number of clients to have planned downtime in projects as a result, we had been
throughout the Games period and, hoped therefore,
maybe more time to attend training. We scheduled our
looking at the effects of
courses 6 months in advance of our public schedule and, the Games for a while.”
as a result, we were looking at the effects of the Games — Alastair Jeffery, IBM SWG / STG Training Workstream Leader
for a while, and were in discussion with others in the
industry to understand their views and planning.
Actions we took include:
•• Focusing our central London schedule—this is
normally wide reaching with variable demand. For this
period, we had a narrower focus on those courses with
high demand only
•• We slipped the schedule of these classes to start and
finish early to avoid travel disruption as much as
possible
•• We increased our 'outside London' schedule in
Partner offices to avoid some of the identified
'hotspots'
•• We increased our Instructor-Led Online schedule,
which removed any requirement to travel and utilised
classes that need non-UK instructors to be in this
format accordingly
•• We ran "Mirror" classes across these formats, in order
that we could increase capacity for the most popular
classes—giving clients the maximum chance to get
enabled.IBM United Kingdom and Ireland
The Operation Olympics IBM team included:
Alan Farrell alan_farrell@uk.ibm.com
Alan Flack alan.flack@btopenworld.com
Alison Whittaker alisonw@uk.ibm.com
Andrew Treglohan TREGLOA@uk.ibm.com
Brian Farr farrb@uk.ibm.com
Carmel Duffy carmel.Duffy@uk.ibm.com
Chris Lockhart cl@uk.ibm.com
Claire Mosby claire_mosby@uk.ibm.com
Emma Taylor EMMABTAYLOR@uk.ibm.com
Graeme Dougal graemedougal@uk.ibm.com
Helen Barge helen_barge@uk.ibm.com
Jason Nestor jason_nestor@uk.ibm.com
Karen Dewar karen_dewar@uk.ibm.com
Kate Northover kate.northover@uk.ibm.com
Katie Kapernaros KATIEG@uk.ibm.com
Ken Saunders SAUNDKEN@uk.ibm.com
Laura Storey LSTOREY@uk.ibm.com
Mark Griffiths mark_griffiths@uk.ibm.com
Michael Johnson michael_Johnson@uk.ibm.com
Michael Marx MMARX@uk.ibm.com
Neil Warburton neil_warburton@uk.ibm.com
Nicola Clayton-Jones CLAYTON@uk.ibm.com
Nigel Kennington nigel.kennington@uk.ibm.com
Paul Martynenko paul_martynenko@uk.ibm.com
Peter Jopling JOPLINGP@uk.ibm.com
Rachel Hill Rachel_Hill@uk.ibm.com
Ross Mandiwall rossmandiwall@uk.ibm.com
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