Business challenge
Our client, a former public-sector company acquired by a Private Equity company, needed to make a step change and build a flexible organization ready for future growth
Process
It was quickly clear that there were a number of factors that prevented employees to make the step change to become a successful commercial organization able to deliver to expectations and targets:
- Continuous improvement, cost control and performance tracking were not shared common practice
- Cultural differences and suspicion within departments (some of which were spread across several locations) hindered internal cooperation and knowledge sharing
- Previous improvement programs had negatively impacted employee motivation and had not delivered the anticipated results
- The organization had no formal vision and strategy, there was uncertainty regarding KPIs, targets and relevant reporting structures
Asset Lifecycle Management
Asset cost was reduced and budgets were appropriated and utilized more efficiently, resulting in improved effectiveness and efficiency of the end-to-end maintenance processes which in turn produced an increase in revenue generation potential due to improved plant reliability and uptime. This reduction was achieved both in internal and external (i.e. contractor) assets.
Organizational Transformation
The organizational model required to become (and remain) Fit For Growth was designed. It was built based on the business imperatives and performance targets (including changing regulatory requirements) that the new organization would have to deliver on. A core element was installing a centralized Shared Services Center to improve the efficiency of the end-to-end support functions of the group regardless of location.
Program and Performance Management
To ensure uniform Performance Management against clearly defined targets Accelerant consultants worked with the client to design a robust performance management system (PMS), including all relevant and real-time KPIs on which the success of the program relied.
Program Management was built on systems with clear roles and responsibilities, enabling management to address behavioral issues that were hindering improved performance in real time.
A levels of the organization were coached on how to successfully implement systems with clear roles and responsibilities. Information sharing and broadcasting a sense of achievement to keep stakeholders informed and engaged was achieved by regularly communicating scope and progress.