Process collaboration was needed between Boeing Defence UK Ltd. and Thales UK while protecting each company’s Intellectual Property Rights.

Boeing Defence UK Ltd., a subsidiary of The Boeing Company, had 150 employees at 20 locations throughout the UK. Thales UK employed 9,000 staff in the UK, based at more than 50 locations. These two organisations partnered to win a major piece of new business from the Ministry of Defence, worth up to £10bn. Each was protective of its Intellectual Property Rights (IPR) yet central to the success of the bid was a requirement to share a certain amount of sensitive process information.

Company facts


Boeing Defence UK turnover


Thales UK turnover


MoD project worth

We enabled that information to be shared securely without any breach of the individual partner’s IPR.

Using E-Squared systems we created a graphic map which was seen to be an innovative change enabler: both a common platform to share process information and a firewall to protect each company’s IPR.

Importantly it enabled rapid and very effective process streamlining so that only outdated processes were retired and those significant for the business adopted. Once adopted, the up-to-date process information was then used in the RFQ. The MoD, impressed that processes were being provided up front, was brought into the strategy for the joint venture, strengthening the partnership and providing it with a unique competitive advantage.

Our Isoma software simplifies continuous improvement across an entire organisation. What makes Isoma different? It’s built to engage and energise the workforce, not just automate it.


The key benefits for the joint venture were:

The prospective client saw a development in which they were involved and appreciated the engagement.

The engagement was transparent between the two organisations, yet individual IPR was protected through the creation of an effective firewall.

The two organisations were able to use the process framework to gain a competitive edge in winning and developing business.

Staff were able to access program, processes and information in minutes rather than hours through a single point.

9,000 processes were reduced to 400.