Digital Evolution Consulting

Case Studies

Case Study

1st Case Study:

A Client Success Story with a Global Telco

Situation

The client IT service delivery and release programme for this Telco that was failing to meet SLA measures due to poor delivery performance and the Telco faced negative press for these failures.

Task

DEC Consultant tasked by the Telco delivery director to face a board of client stakeholders on behalf of the company and turn around delivery performance.

Actions

DEC Consultant proposed a review and re-engineering of the Telco’s delivery processes

  • Reviewed AS IS service delivery processes, contracts (supplier and client) and SLA measures.
  • Captured issues and priorities raised by the client board.
  • Defined priority areas to address for the new delivery process.
  • Led the re-design effort between Telco service & IT teams, major supplier and client board directors to develop a new (TO BE) delivery process and agile release plan with KPI’s.
  • Transitioned process management into BAU.
  • Obtained signoff from all stakeholders in the form a new contractual agreement.
  • Trialled the new delivery process with 2 early adopter NHS Trusts.
  • Led the first delivery end to end to see at first hand the success of the new process and way of working.
  • Recruited a PM for the Telco & coached for the second delivery.
  • Analysed the process metrics and refined steps for future iterations.
  • Baseline a new delivery process and plan that all teams and client followed for each release.
  • Developed the Telco’s PM capability to deliver to the new agile and lean process and champion its implementation.
  • Coached best practice to team leaders within the process.
  • Monitored the delivery process against KPI measures for each stage in the process and release cycle.
  • Iterative improvements over 18 months

Results

  • Within 2 years, SLA penalties reduced by over 65% with KPI’s all within deviation tolerances.
  • Re-established client confidence whilst stabilising costs for the Telco.
  • Testimonials received from a client Executive Director and the Telco Leadership.

2nd Case Study:

A Client Success Story with Engine Transformation

Situation

Business grown through acquisitions and subsequently merged resulting in siloed working and inefficient client deliveries with a lot of data errors.

Task

To review the UK business and make recommendations for lean improvement.

Actions

DEC proposed a review of Engine Transformation’s people, processes, technology and culture and this culminated in the rollout of an agile transformation following the below method:-

  • Review business strategy.
  • AS IS processes, people, technology.
  • Change priorities agreed.
  • High level design of TO BE model & draft change plan
  • Transformation roadmap agreed.
  • Change team setup to deliver incremental improvements and monitor end to end cycles of client product delivery.
  • Refined business strategy.
  • TO BE operating model (processes, team structure, tools and behaviours).
  • Agile training design.
  • Company Board agreed to new model.
  • Trained and coached staff on new process + agile ways of working.
  • Transitioned process management and agile coaching to BAU teams.
  • Led the transformation programme to deliver cultural (mindset), organisational and lean process change across the UK business (approx. 100 staff).
  • Transformed functional silos into agile delivery teams, utilising Kanban, Lean and practical tools.
  • Champions in place across the business to maintain new process and behaviours.

Results

  • Reduced data errors / operational re-work by 70%, within 3 months, thus improving the output quality for clients.
  • ISO Compliance achieved against industry standards for quality.
  • Testimonial from Engine Transformation CEO.

3rd Case Study:

A Client Success Story with an Acute Hospital

Situation

Historic underinvestment in IT had led to a legacy infrastructure estate that did not match the Trust’s ambition of delivering Digital processes to streamline their service.

Task

To instigate a ‘Cloud First’ strategy that addressed fundamentals within the Trust’s IT infrastructure.

Actions

DEC consultant led the transformation of the Trust’s technology and infrastructure estate:

  • Review of the current infrastructure.
  • Design of Infrastructure Strategy that facilitated an existing Clinical system strategy.
  • Instigated Technical Design principles into systems team.
  • Business Case approvals for the individual projects that made up the Programme of works
  • Delivered Cisco Software Defined Access network £3m.
  • Delivered Office 365 and Windows 10 with associated yearly cadence upgrade process £1m.
  • Delivered Server Operating System and SQL Modernisation Programme £1m.
  • Delivered new Cloud based Electronic Document Management system £1.5m.
  • Delivered Emergency Department Electronic Patient Record system £1m.
  • New design processes in place to ensure future projects follow the appropriate principles.
  • Removal of historic ‘Shadow IT’ teams within the Trust to prevent application and system sprawl.
  • Instilled modern business as usual approach to Service Acceptance and future release cycles.

Results

  • Fit for purpose estate that is primed for enhanced Digital clinical systems
  • Re-established confidence in IT and the systems the Trust uses
  • Modern IT infrastructure estate that is futureproofed and ready for further Digital enhancements.

4th Case Study:

A Client Success Story with a Global Fashion Retail Group

Situation

The client’s multi-brand landscape was de-centralised leading to duplication of efforts and inefficiencies of its supply chain.

Task

DEC Consultant tasked by the group’s leadership team to review its set up process and system and propose recommendations for improvement.

 

Actions

DEC Consultant reviewed the operational and financial supply chain and proposed a transformation programme addressing the people, process and system aspects which was adopted and executed:

 

  • Reviewed AS IS operational and financial supply chain.
  • Captured issues and priorities raised by the leadership team.
  • Defined priority areas to address for the new centralised operational and financial supply chain.
  • Led the re-design phase for the newly approved centralised financial and operational supply chain process introducing agile delivery elements.
  • Obtained stakeholder support and change management plan approval.
  • Led the staffing process and delivery vendor selection for the programme.
  • Analysed the process metrics and refined steps for future iterations.
  • Baseline a new delivery process and plan that all teams and client followed for each release.
  • Developed the Fashion Group’s PMs capability to deliver to the new agile and lean process and champion its implementation.
  • Utilised and coached leadership on best practices within the operational and financial supply chain areas.
  • Monitored the delivery process against KPI measures for each stage in the process and release cycle.
  • Transitioned process management into BAU.

Results

  • Significant improvement in Customer satisfaction improvement related to introduction of a true omnichannel and an integrated multi brand e-commerce site.
  • Establishment of an operational supply chain central function following industry best practices allowing over 50% improvement in TTM (Time to Market) and the set up of a five year plan for further improvements.
  • Within 2.5 years, a market leading centralised financial supply chain department was established covering 14 of the 15 group brands, running efficient operations and improved cash-flow.