Case study: Maturing an operating model to sustain high growth
A client in social services has set an ambitious triple goal of rapid growth, superior profitability and social impact. We worked with the client through a structured process to answer the question: how to operate the business in order to achieve the triple goal at scale?
We worked with the leadership team to:
- Express the operating model in the simplest possible way, focusing attention on which business processes and service features matter most for customer and stakeholder value
- Examine long-held beliefs about how best, and who best, to execute core processes
- Reconfigure the operating model to more effectively and efficiently deliver on customer value by enabling front-line employees to benefit from economies of scale and specialization
- Increase organizational agility by clarifying roles and accountabilities, removing ambiguities in decision-making authority, and addressing legacy disincentives to collaborate
- Mobilize and govern projects for business process and IT solutions
- Reinvest efficiency gains in better compensation for employees and positive engagement with local communities
As part of this initiative we delivered a pilot project to test one of the more complex changes. We analyzed operational data to dispel historical beliefs about work effort and productivity drivers and pinpointed a small number of role and process changes for outsized impact. We recommended role redefinitions and capacity rationalization alongside new performance targets and a financial incentive program for front-line employees. Our proposal was implemented and resulted in step-change improvements in customer service, employee experience and profitability.
Our client has since adopted broader changes to achieve new levels of operational consistency, speed and efficiency. Gains realized to date have been reinvested in new service rollout and community impact programs, alongside enhanced supports for staff. The triple goal is becoming a reality.
