Scenario
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.
Solution/Actions
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.
Highlights included:
- 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.
Results
- 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.