A business-wide transformation programme was undertaken. The scope included: HR and financial processes, customer service (enquiry and complaint handling), connections activities, asset records and maintenance, and faults.
A large team of staff and consultants was set up to manage and deliver the project. The involvement of business varied as the programme continued.
As the Head of Projects in Connections I continued to manage the business, delivering and improving customer satisfaction, meeting budget and other business targets. To ensure that the required outcomes were delivered, I provided the programme with knowledge and time from my department and influenced the wider business to provide the necessary expertise and participation.
- The business blueprinting and the development of the target operating model for the organisation required my input and contributions from my team and the wider business who have a part to play in the delivery of Connections Projects, including Asset Management and Delivery directorates.
- Business readiness was prepared, including communicating to staff and contractors, reducing work in progress to give extra space to deal with issues before affecting customer service or regulations.
- Training of the staff in new processes and the use of the system being delivered.
- The system went live in May 2015.
- Considerable local support was provided during the initial period as staff became familiar with the system, initial issues were resolved. As confidence built, the support reverted gradually to a business as usual model.
- Many diverse systems, including unsupported parts of the process, were brought together into one ERP system, improving visibility of job information and so enabling staff to better serve customers.
- The basis for further improvements to customer service, including an online portal, were established.