Process Improvement Initiative - Major Telecomms Provider

What was the challenge?

Our client, a jointly owned organisation between mobile operators, had identified fifteen operational processes that required review, enhancement to documentation and clarity of ownership. The aim of the programme of work was to safeguard the end user experience for customers, in relation to a multi-million-pound programme to deliver a major services contract. 

Existing processes were documented to differing levels of maturity and required significant review, enhancement, and clarity on roles and responsibilities. In some cases, no documentation existed at all. At times processes were followed inconsistently which also had an impact on the overall quality of delivery. 

How did we help?

Moorhouse led the process improvement workstream across the client’s operational teams. Following a five step approach, we first conducted an as-is assessment of the 15 operational processes to baseline their maturity against CMMI assessment criteria. 

Following a gap analysis, the team then worked with the process owners and joint venture shareholders in a design phase to uplift the processes. We applied principles of compliance, control, simplicity, accountability, and relevancy to each process. Through a series of collaborative workshops, we facilitated the sign-off of each process at the relevant compliance authority. 

Where organisational or cultural changes were identified as required, these were captured and fed back to senior stakeholders along with recommendations for continuous service improvement.

What was the impact?

We produced a rapid assessment of existing processes to understand where  there were efficiency and effectiveness opportunities, identifying over ten benefits with over £1m efficiency opportunities. The timely and high quality completion of this work was a key activity and milestone on the programme critical path. 

We ensured the processes were articulated using a consistent methodology, that review cycles were put in place and governance forums were established to maintain processes going forward. The outcome of this work meant 100% of operational processes were correctly documented and ITIL compliant. 

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