A large technology services provider had grown rapidly through acquisitions. Whilst this fuelled expansion and revenue growth, it left the organisation with fragmented service operations across multiple business units.
Three service desks operated independently, each with its own tools, processes, and roles. This resulted in duplicated effort, inconsistent service delivery and a variable employee and customer experience. It also limited the organisation’s ability to scale efficiently and realise the full value of its growth strategy.
The organisation recognised the need to integrate service operations into a single, customer-centric function; improving efficiency, reducing cost, and creating a scalable platform to support continued sustainable growth.
The desired outcome was to create a scalable, centralised service model that would enable consistent service delivery and provide a platform for future expansion.
What was the challenge?
Operating in a competitive and fast scaling market, the organisation’s fragmented operating model was becoming a constraint rather than an enabler.
Service desks had evolved in isolation, leading to inefficiencies, inconsistent customer experiences, and limited standardisation across tools, processes, and governance. At the same time, the business needed to maintain service quality while delivering transformation at pace.
The organisation required support to:
- Define and secure approval for a clear service integration strategy
- Design a scalable, customer‑centric Target Operating Model
- Standardise tools, processes, and governance across service operations
- Deliver workforce and capability transformation
- Ensure business readiness for implementation and go‑live
How did we help?
Moorhouse partnered with the organisation from strategy through to implementation, delivering a structured and outcome‑focused transformation programme.
Strategy and Business Case
- Developed a clear evidence-based business case for integrating service operations
- Defined the vision for a centralised Service Centre of Excellence
- Secured executive sponsorship and board approval
Target Operating Model and Organisation Design
- Designed a scalable, customer-centric Target Operating Model
- Defined clear roles, responsibilities, and service frameworks across business units
- Standardised processes, tools, and governance
- Identified workforce optimisation opportunities and capability requirements
- Designed service models aligned to different customer needs
Implementation and Change Delivery
- Established programme structure, governance, and delivery roadmap
- Delivered a structured change management approach to support adoption
- Conducted skills assessments and training needs analysis
- Developed internal and external communications
- Implemented business readiness, reporting, and go-live decision frameworks
What was the impact?
- Operational efficiency: Reduced duplication and optimised cost by 20% through standardised tools, processes, and ways of working
- Scalable platform: Established a centralised Service Centre of Excellence to support future growth and customer onboarding
- Customer experience: Delivered most consistent and reliable service through a customer-centric operating model
- Workforce capability: Upskilled teams and introduced clear roles, responsibilities, and performance frameworks
- Growth enablement: Created a strong operational foundation to support continued expansion and revenue growth
