Case study: Organizational & Operational Effectiveness
SUMMARY
A global organization implemented a major initiative in a subset of their business, requiring an operational impact assessment, process redesign and change management support.
CLIENT CHALLENGE
An international financial services firm was embarking on a major foundational change to their job architecture, affecting over 40,000 employees globally, and wanted to understand how this initiative would impact the employee experience as well as day-to-day operations; they also needed to adapt their processes to support the change while maintaining existing processes for out-of-scope portions of their business.
OUR SOLUTION
We determined which areas of the business would be operationally impacted by the change, evaluated current state operations, and produced an op model diagnostic, laying out what would need to change to support the initiative from a people, process and technology perspective. We also prepared a detailed evaluation of the organizationís change readiness across these factors. After gaining consensus on the future state operating model, our team stayed on to design detailed future state business processes for all impacted areas, outline technology requirements, and produce change management resources to support implementation.
RESULTS & IMPACT
Developed MVP and end-state operating model design blueprints, change readiness assessment, and MVP implementation roadmap
Redesigned 30+ core processes spanning Finance, HR and Infrastructure business units accommodating dual processing required to support in-scope and out-of-scope populations
Identified key systems changes required to support MVP operations for initial go-live period, allowing the organization to launch the initiative 12 months earlier than non-MVP scope would require
Developed highly detailed change management & training resources, supporting MVP go-live across 10 global business functions
