Our client, an international education provider, had won a large contract – a big piece of business that came with equally weighty expectations. Targets were being met but the method of delivery was clearly cumbersome, and management was growing increasingly anxious.
Running the programme and fulfilling on deliverables was ad hoc at best. The internal team in charge of delivery lacked clear processes, data was collected manually, and there was no way of measuring programme performance. Without defined roles and responsibilities, team members were inefficient, overworked and at risk of burnout.
Our strategic approach
We knew we needed to operationalise the project. We introduced a governance framework to facilitate more effective decision-making at the top. And by analysing employee skill sets, we developed an efficient organisational structure with clearly delineated roles and responsibilities.
New policies, processes and project timelines allowed team members to work more effectively and ensured watertight delivery of the programme, and we updated data collection processes and defined performance metrics to monitor programme delivery and track performance.
The new organisational structure allowed team members to flourish, and streamlined data collection along with new policies and processes lead to greater productivity. Performance metrics allowed senior management to evaluate programme performance which included an 80% reduction in the number of requested changes to the programme from end users, a clear indication of a successfully operationalised business.