What was the challenge?
Our client is a major telecommunications operator, and Operations is their largest function. To increase the team’s value to the shareholders, the function had to mature into a ‘Centre of Excellence’ with a strategic, repeatable and scalable operating model. The evolved model required an enhanced focus on service delivery and alignment to best practice Service Management.
Moorhouse was asked to assess the current operating model against best practice and propose options to improve and set themselves up for the future.
How did we help?
We helped the leadership team build a full operating model, from defining their strategy and the outcomes to deliver it, to designing a new team structure and role descriptions. During the maturity assessment, we identified that individual behaviours were limiting the results achieved. To improve behaviours, we defined and supported the delivery of six initiatives including better demand management and increasing meeting effectiveness. We conducted over 25 interviews with staff, reviewed all their core processes and implemented a framework for managing a complex supplier relationship.
We combined the client’s technical expertise with our expertise across business analysis, operating model design, best practice service management and change management.
What was the impact?
The evolved operating model was implemented and provided the client with a structure and individual roles aligned to best practice service management. This increased service delivery focus across the team. We created 30 business processes and defined individual responsibilities to deliver the outcomes that were important to shareholders and helped them to build capability internally - including Service Design & Transition, Continuous Service Improvement, and Business Change Management.
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