CATALOG CARD

Case Studies: Evidence you have delivered the value proposition before.

This is an answer to a question from the 2022 Scottish Water Framework Tender: ''Digital Transformation Consultancy Services Tender''

Section Max Length: 4 x A4 pages

Why Read:

The following is worth reading as it provides case study evidence of our ability to deliver on our promise to Scottish Water.

Using alike case studies, namely Cadent, SSE, Digicel, and Scottish Water, to highlight the similarities to what is being asked of us by Scottish Water.

The breakdown of each case study is also useful, underlining the background challenge and our promise, our delivery approach, and the break-through results in each case.

You can access the Google Drive folder here.

Case Studies: Evidence you have delivered the value proposition before

''Please provide evidence of successful transformation projects you have previously delivered which are similar in scope to your Value Proposition. Score 4 = Evidence provided verifies and reinforces bidders ability to deliver proposed Value Proposition to other clients'' - Scottish Water

CASE STUDY 1

Background Challenge and VISION’s Promise:

Cadent leadership had identified a slow, bureaucratic culture characterised by uncollaborative silos. Cadent needed to increase productivity for Repair teams by 20% in order to contribute to £10M improvements required per annum, starting with FY 2020, but with significant gains also expected for FY 2019. VISION promised to transform the culture of fearful resignation to one of entrepreneurial hope to achieve the following:

Implement culture change practices to enable £10M per year saving starting in FY 2020.
Increase the overall productivity in Repair crews by at least 20%.
Transform the Depot Managers into entrepreneurial-engineer styled Leaders.

Our Delivery Approach

We started with a diagnosis and recognised that new collaborative relationships were needed between Repair, Emergency, and Planning and that there was a wealth of expertise within these groups. We set up cross-functional design meetings to bring together these departments to raise concerns, share ideas, and ultimately come up with solutions to be tried and tested. We developed new culture change practices and processes that would deliver the 20% productivity improvements and raise morale including new handover practices between Emergency and Repair Engineers and developing the Make Work Ready ethos of Lean Planning principles. The 4 signature practices were: (1) The Daily Huddle, (2) Weekly Operational Review, (3) Design Planning Meeting, and (4) Three-week Rolling Planning to 10 Depots.

A small VISION team of Coaches, Resolvers and Mobilisers worked alongside each Depot team to roll out these practices and tailor them to suit their individual needs. In parallel, we worked intensively, through workshops, one-to-one coaching, and meeting support, with the leadership team (Network Directors, Managers, and Engineers) to instil the Commitment-based Management™ (CbM) style, practices and behaviours.

Breakthrough Results

Cultural Transformation: Repair, Emergency and Planning are working as one, aligned to the Depot-centric model and embodying the spirit of the Entrepreneurial Engineer. This new culture is characterised by customer-centric decision making at the Depot level.
Leadership: After demonstrating the productivity increase and culture change across 12 Depots – top to bottom – the reputation of Senior Management was restored with the Investor Group and the Board in a tangible way that they could observe on the ground.
Productivity: The new empowered, customer-centric decision-making delivered at least 20% improvement in productivity in Repair crews.
Sustainable Improvements: VISION trained a team of Cadent Mobilisers to maintain the high level of performance using these practices. The Mobilisers could be deployed by Cadent across all networks.

CASE STUDY 2

Background Challenge and VISION’s Promise:

SSE Networks (SSEN) had recently implemented a new Asset Management System which had a business case that was yet to show the benefits. Based on the current performance and in preparation for ED2, SSEN needed to cut costs and be more productive. Financial improvements were needed across the operations and the first step to address performance was to reorganise its individually run Depots into regions, which included 3-4 Depots in each region. VISION promised to design a new Operating Model, to shift the worst performing region, Thames Valley, to the best performing region, and design an exemplary way of working where customers come first and build a customer and stakeholder-led business.

Our Delivery Approach

VISION’s approach was to drive increased productivity and financial benefits through changing behaviours. We began by working with the Inspections and Maintenance teams and introduced practices that helped them develop and commit to dynamic annual plans of work broken down by month and by week. We used our Commitment-based Management™ techniques in our practices which enabled SSEN to take simple but highly effective steps towards transforming productivity. Some of the practices we introduced included:

30-minute daily huddles where people made commitments and reported status of their commitments, flagged potential breakdowns early, and asked for help where needed.
VISION Mobilisers held one-to-one meetings with teams on the ground and small weekly workshops to brainstorm and develop ideas.
Steering meetings every 2 weeks to encourage stakeholder engagement and issue resolution.
Monthly project updates via a company-wide published article and a promotional video to demonstrate the benefits the initiative was delivering across the organisation.
VISION invited the Chief Executive to visit the site. He attended on two occasions and spoke highly of the work, which proved a great motivator for the teams.

Breakthrough Results

VISION completed this project on time, within six months, and under budget by £84,000.
The operational blueprint that was produced detailed new roles, responsibilities, processes, and culture change practices that could be rolled out to other areas.
A new planning and scheduling tool, Skedulo was set up and implemented, which SSEN has subsequently rolled out across the business.
Outstanding productivity gains:
- - - - Inspection and Maintenance work volumes increased 100%+ using the same resources
        Other work types increased productivity by 40%
        Staff utilisation increased to above 90%
        Thames Valley finished its year on budget and became the best performing region

Due to the success of the design and the results, SSEN went on to roll out the new design across its England and Scottish networks.

CASE STUDY 3

Background Challenge and VISION’s promise:

Digicel is a global mobile phone company operating across 32 Caribbean and Pacific markets. Digicel was experiencing diminishing returns from its core voice services due to the emergence of free voice calls, drawing revenues in markets with devalued currencies, and significant amounts of dollar-denominated bonds coming due. Denis O’Brien the owner and executive chairman, embarked on a global transformation of Digicel, across its 32 markets and 14 million customers. VISION promised to cut approximately $11 million from a $29 million customer care - budget by reducing headcount while minimising customer churn and not having Net Promoter Score (NPS) fall by more than 10 points. VISION proposed to do this through a mostly forced migration of 14 million customers across 32 countries from call centre-based customer service to self-service channels, within a 12 month period. We believe that this project is one of the fastest and most inclusive forced migration of customers to self-service anywhere.

Our Delivery Approach

VISION began by examining the existing levels of service, the reasons for calling, the IT systems and infrastructure and proposed a business strategy whose key element was the automation of service through multiple channels. In addition, the strategy followed the experience of Oracle, by implementing a forced migration of most customers to self-service. VISION also included consolidation in optimal markets for call centres. VISION conducted five work streams in parallel:

Eliminate the causes for customers to call
Develop coordinated self-service capability across Interactive Voice Response, Text, Website, and Digicel App
Force migrate 60% of customers to self-service
Consolidate 18 customer service centres into 11
Half headcount with voluntary redundancy

Using our signature Commitment-based Management™ (CbM) Methodology, VISION designed and implemented end-to-end automated conversations, configured the new technology, consolidated 18 call centres into 11, drove the forced migration across 32 countries, and reduced staff by over 1,000 people.

Breakthrough Results

We achieved for Digicel a savings of $12 million a year which was $1 million over target.
We achieved a reduction of 7.5 million calls.
Most importantly, NPS maintained within 10 points of start with little evidence of service-related customer churn in any of the 32 markets.

CASE STUDY 4

Background Challenge and VISION’s promise:

In 2018, Scottish Water faced major challenges in delivering a vast programme of Capital projects. As the organisation ramped up investment in its water, waste and flood management infrastructures, project time and costs were running out of control, causing overheads to soar.

Our initial analysis identified operational weaknesses that could be tackled rapidly to improve efficiency significantly. We asked a question: “If you could cut the time spent on the planning and design of capital projects by 50%, what would it mean for the business?” Mark Dickson thought that would be the best first step Scottish Water could take in stopping the cost spiral.

Our Delivery Approach

A cultural innovation was designed to complement Scottish Water’s focus on customers, environment sustainability, cost savings and reduced cycle times. It involved simple project goals that everyone could get behind. Crucially, the solution also applied Lean principles to get everyone in the space of ‘I want to make the change that is needed’. Other important targets included a 30% reduction in costs and a reduction of carbon emissions towards Net Zero, both of which have subsequently been surpassed. To make all of this happen, VISION designed critical five levers or practices for Scottish Water to deploy five lean waste-cutting principles:

Collaboration and Behaviour: This involved establishing dedicated teams across functions; enabling co-location where possible; introducing the language of action and commitment to speed up decision-making and coming to resolution; and a strong customer focus.
Simplification: We helped Scottish Water designate different kinds of project by size and complexity and then determine different sets of required deliverables which led to a dramatic reduction in over-processing.
Production Lines: We took low-risk, low-complexity projects and put them through a standard, productionised process that saved significantly on unnecessary time and costs.
Rolling Planning: In this system, people at various levels who make the work happen revise the plan with the planner before acting on it to significantly cut Lean wastes.
Measurement: We helped Scottish Water focus on timelines and costs in order to define productivity more effectively, anticipate breakdowns, and bring projects alive with daily and weekly assessments of progress.

Breakthrough Results

Cost savings of 36% on average across all workstreams.
Over just two years, and across four categories of Capital projects, the lean-based initiatives have driven time savings of up to 72% and cost savings of up to 66%.
There has clearly been a huge time saving and, already, a cost saving of £6.65m, which will continue to compound significantly over time.
A transformational shift in Scottish Water’s culture that will drive further efficiencies, collaborative breakthroughs, and a powerful sense of shared purpose.

Key Information

Title: Case Studies: Evidence you have delivered the value proposition before.

Topic: Cultural Transformation

Keywords: Scottish Water, Proposal, Tender, Tender Response, Case Studies, Transformation, Value Proposition

Type: not yet specified

Date Produced: June 2022

Additional Details

Scoring Percent: 5%

Max Length: 4 x A4 pages

Writers: Reena Sequeira

Reviewers: Sean ? & Peter Luff

Additional Versions

PDF:
Word:
Google Doc:

Page updated

Report abuse