Developing a centre of excellence

Bringing the concept of a centralised operational team to life.

Insights that Reson8

  • Organisational Alignment – Gained agreement for the new model across a diverse range of stakeholders (CEO, Unions and Regulator) all with competing needs.
  • Implementation – Successfully implemented the new structure on time despite the complexity of the change and the unionised environment.
  • Impact – Identified efficiency options including a c. 11% management cost saving from consolidating leadership roles across centralised teams

Challenge

Reson8 led the design, development, and implementation of the ‘central operations function’. The function is designed to be the centre of excellence where empowered colleagues use the right tools to intelligently coordinate resources to manage risk, ensuring a brilliant experience for customers, driving operational performance, and unlocking efficiencies.

Solution

Our structured Operating Model Accelerator™ methodology engaged leaders in the detailed design process.

  • Developed a set of Operating Model and Organisation Design Principles to guide the restructuring process.
  • Recommended detailed options and costings for transition to the new organisation design.
  • Defined new team capabilities, e.g. Triage, Supply-Demand management etc.
  • Defined new role profiles, skills, and capability requirements for senior management roles.
  • Defined clear decision rights between the new function and operational Directorates, e.g. Decision Right’s RACIs.
  • Established a standardised approach to ‘contracting’ services between the new function and operations including a standardised performance management system for reviewing performance against SLAs.

Once a design solution was agreed, we supported the implementation of the new operating model, which included:

  • Creating the case for change to support internal comms
  • Completing the people impact assessment to identify roles impacted by the new OD
  • Defining and documenting the service offer from the new central support team into the operational teams i.e. clear service specifications.

Results

The new organisational design options, including a potential c. 11% management cost saving from consolidating roles and teams whilst launching new centralised capabilities.

Re-structuring of the client’s Transformation Programme to focus on developing and enabling a newly defined central service provision linked to initiative benefits realisation.

If you would like to know more about our experiences, please email dean.wheeler@reson8.group.