Organisations frequently struggle to set out a clear vision and strategy for their operations. Should the operations be set out to reduce costs, improve controls, increase “internal customer” satisfaction, drive innovation, ensure standardisation, leverage the best technology, delivery the best quality, change the culture of the organisation, or impact top line?
Without a clear strategy, operational functions tend to attempt to deliver on a plethora of needs which are not well prioritised. This generally leads to a suboptimal service delivery model.
Our approach to strategy is to run twelve accelerated workshops, to enable an organisation to develop the following:
- Vision and Case For Change
- Operating Model
- Process Model
- Organisational Design
- Ramp Up, Ramp Down and Redundancy
- Skills and Competence Matrices
- Location Assessment
- Enabling Technology
- Transformation Roadmap
- Business Case
- Vision and Case for Change – build the case for change and the rationale for the strategic roadmap. Develop the revised vision that we wish to support through the transformation initiative, and set the design criteria for decision making.
- Operating Model – agree the principles for the operating model decision with respect to geographic considerations, business division considerations, functional considerations and timeline considerations. Consider the range of options that exist before down-selecting the operating model options.
- Process Taxonomy Development – agree an end to end process taxonomy for each of the functions in scope of the initiative.
- Future Role Model – understand current state roles and allocate the processes into the distinct roles in the business services process model house.
- Organisational Charting – agree the organisational model and career paths needed in the future business services model. In particular, focus on the five key roles in business services and build an organisation based on processes.
- Skills, Capabilities and Potential – set out the skills and capabilities needed in the future. Compare those skills and capabilities to the existing team and highlight the training and recruitment gaps that currently exist. Test the performance and potential of the current team using the nine-box model.
- Enabling Technology Options – for each process area, assess high level enabling technology options and determine which investments provide significant return to consider as part of the future model.
- Transformation Roadmap – compare the options for future operating model and build a high level roadmap for achieving the desired business outcomes.
- Business Case Development – Build the financial high level and non financial business case for the shared services transformation validating all key assumptions – this will be driven by scope for automation, process efficiency and relocation of activities.
- Governance – consider and agree how the governance structures need to change to support the future vision, strategy and operating model. Consider the level of interaction with business divisions and geographic leadership.
- Location – develop the assumption around location for the future model, with respect to the number of locations required and the type of locations (tiers, key criteria and brownfield v greenfield) to enable achievement of the outcomes.
- Change and Communications – consider all the change management requirements from the transformation initiative and the communications needed for different levels of the organisation.