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Avoiding extinction by adapting to your new surroundings.
Creating and capturing processes, stop fighting fires and avoid reinventing the wheel.
Constructively shining the light into the corners to uncover improvement opportunites.
Letting go of the familiar and achieving rapid transformation for you or your team.
Gaining support for your initiatives at all levels throughout the organization.
Safeguarding the environment while prudently ignoring risks that are not real.
Efficient and effective methods for designing & delivering services that guarantee satisfied customers without breaking the bank.
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We were asked by a major international client to improve the efficiency and effectiveness of their (tier 1 and tier 2) service support desk, resulting in fewer service outages and faster resolution times, while also reducing support costs. In the past, the company had implemented a software solution, which failed to achieve these goals.
We engaged the business units that they serve, as well as other support teams that they interface with, via focus groups, strategy sessions, and interviews in order to extract local knowledge and best practices that could be shared. We recommended improvements in both process and function while helping their regional offices develop best practices around both resolving and preventing incidents that impacted service delivery.
Due to the strong buy-in at all levels, operational costs were decreased by 7percent, while at the same time the number of times service levels were not met was reduced by 73%. In addition, support staff had more capacity to become involved earlier in the service design process, resulting in fewer delays in implementation and higher success rates, with fewer incidents once in operation.
We were asked by a major Canadian organization to become compliant with new regulations facing their industry, and help them prepare for an upcoming audit.
We involved all levels of the organization in order to determine how becoming compliant would achieve more than simply satisfying a check box on the auditor's score card. We involved the business units, customers, and internal suppliers through focus groups, interviews, and feedback systems to determine where compliance initiatives should be focused, the criticality of service components, and opportunities for improvement. We offered a customized awareness program and communications strategy as well as delivery system, along with assessment tools that were used to influence and reinforce behaviors, understand risks, and assist in making investment and resourcing decisions.
The organization successfully passed the audit, achieving both the desired level of operational maturity as well as substantial improvements in the organization's ability to assess, categorize, and mitigate risks where necessary that could impact service delivery to their customers. The maturity level targets for the following year were set, and ongoing year-to-year compliance initiatives became easier to achieve. The client avoided substantial financial penalties for non-compliance, and operational efficiency was improved, resulting in a 33% faster delivery time for new or changed services due to fewer roadblocks during the design and deployment stages.
We were asked by an international organization to assist them in reducing the time they take to deliver business solutions from strategy to operation.
By following a six country deployment project through the system, and using facilitated group discussions, one on one interviews, and seeking feedback from their clients, we identified the root cause of the organization's past inefficiencies and assessed the degree to which teamwork versus specialized knowledge and skills played in their failure to achieve past project results. We offered a customized delivery framework. We looked for and found opportunities to create or improve shared processes using existing staff and line functions.
The first project to pass through the improved system achieved business results within four months rather than the typical two years that the organization took for initiatives of this sort. Staff could remain focused on their primary activities, clients estimated a one time cost savings of $350, 000.00 and received an immediate return on their investment. In addition, ongoing operational costs were 50% lower than initially projected using the old benchmarks.
