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 consecutive phases of work:

Phase One: 16 weeks. Developed the operating model and workforce strategy. We engaged the organization to develop scenarios and workforce model options. We took the organization through a structured selection process to put forward an agreed operating model proposal

Phase Two:
8 months. Created the detailed design following on from the operating model and workforce strategy. We used a holistic methodology involving not just processes and organization structures, but also desired behaviors, culture, and performance measures. We followed an interactive change management approach and interjected experts from within the organization 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 addion to the selection of software vendor, hand held terminal selecti on and system integrator, the transition 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 operating model design including: Level 3 processes, organizational design with terms & conditions, New mind sets and behaviors mapped, new performance measurement framework in place, and a business ready and supporting the change