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Workforce strategy & operating model design

Challenge
The organiza tion was failing customer expecta tions with poor service levels and poor appointment keeping. The cost-base was high with a fragmented approach to service providers, mul tiple IT systems that were not scalable and with poor functionality.

Approach
We worked closely with the client team on two consecu tive phases of work:

Phase One: 16 weeks. Developed the operati ng model and workforce strategy. We engaged the organizati on to develop scenarios and workforce model opti ons. We took the organizati on through a structured selec tion process to put forward an agreed operati ng model proposal
Phase Two: 8 months. Created the detailed design following on from the opera ting model and workforce strategy. We used a holis c methodology involving not just processes and organiza tion structures, but also desired behaviors, culture, and performance measures. We followed an interacti ve change management approach and interjected experts from within the organizati on into the project team as well as engaged subject matter experts and other businesses to test the design. The project went through a tender process for scheduling systems, handheld devices and systems integrators.

Results
In addi on to the selecti on of software vendor, hand held terminal selecti on and system integrator, the transi ssion mapping and implementa tion planning was kicked off with a business case showing savings of $40M over 5 years
Phase One: Strategy bought into by the business – client felt that this was “the best level of engagement we have through such a project” This led to phase 2, where previous projects had failed to achieve this
Phase Two: New operati ng model design including: Level 3 processes, organizati onal design with terms & condi tions, New mind-sets and behaviors mapped, new performance measurement framework in place, and a business ready and supporti ng the change