Client Results
Large Energy and Chemicals Provider Change Management, Wellness and Culture Transformation
A division of the group, had to align their own strategy, operating model and organisational structure to the new overall Strategy. The following challenges regarding the above were directly addressed:
- Current change management plan required a comprehensive review and realignment
- Key culture shifts and behaviours were not clearly identified and articulated to support the new strategy
- Oversight was required in the drafting of a new operating model and ways of work supported by change management
- Wellness approach and initiatives required further development post restructuring
Achieved:
- An agile change management, communication and implementation plan was successfully developed and applied along the leadership spine – ensuring a smooth transition from the old operating model and strategy to the new
- New cultural behaviours and ways of work were identified
- The culture transformation journey and implementation plan was clearly articulated and explained with all roles
- Employee wellness initiatives were implemented throughout the journey to mitigate the psychological impact of change.
A leading Alcobev company Data foundation to enabled operational intelligence
- Historically, the organisation was run on “gut feel” and silos of data that was used “just in time”.
- The organisation was slow to respond to competitor moves, and always lacked decisive (informed) action
- Invested in building a Master Data Management (MDM) solution to centralise and aggregate data on demand, creating a single point of truth of the entire organisation
- Leveraged the data asset to deliver operational intelligence through on-demand analysis, insight and dashboards that provided a live view of their entire organisation
Achieved:
- 6 months post completion of the data asset,
- The organisation was able to speed up business decision making by a factor of 6,
- Reduced marketing spend by 45%, and
- Drive an increase in sales on certain categories by up to 55%.
Large Financial Provider Geyser Claims Analysis
- Company had bad reviews on their claims handling process and therefore began investigating new ways to better improve the service they provide to their clientele.
- The group was not aware when customers are having a bad experience
- There exist multiple customer hand-offs & interactions in the process
- Claims handlers are handling more claims each day compared to the previous day thus increasing their load
Achieved:
The following are expected business results as MAC was not involved in the implementation phase of the project:
- Improved customer experience & customer retention
- Improved NPS (net promoter score) & eNPS ( employee net promoter score)
- Reduced claims turn-around times(TAT)
- Gained capacity to identify bottlenecks during early stages of process & mitigate accordingly
- Create a culture of continuous improvement
- Improved employee claims handling experience
- rovide most-profit generating clients with an even more frictionless process
Large Mining Provider Management Programme
- A need to shift away from command and control management to engaging talent at a humanistic perspective through positive leaders
- Concern around the negativity due to general unrest in mining industry within the Rustenburg area
Achieved:
- Contribution towards a positive organisational culture
- Contribution towards maturity of leadership
- Contribution towards enhanced relationships at work
- Contribution towards dedication and discretionary effort through an engaged workforce
Large Energy and Chemicals Provider Operating Model Change and Communication
- To support the organisation through large scale change
- To on-board all levels in a phased and cascading approach
- To support the new operating model while the work force transition is still happening
- To ensure multi-level and cross functional organisational learning and change
- To implement a high performance values driven culture
Achieved:
- Change and communication strategy, plan and structure
- On-boarding approach, plan, material and conference for senior, middle management
- Change and learning approach that supports the Operating model
- Business and functional entities ready for Operating Model go-live
- Workforce transition process supported
Large multinational beverage company Operating Model Change and Communication
- Misaligned operating model
- Inefficient organisational structures
- Ad hoc change management with no clear strategy and plan
- Inefficient “Order to Cash” end-to-end process
- As-Is process and systems analysis
- Design to-be (future state) processes including new technology solutions
Achieved:
- Business Executives aligned on new operating model
- Organisation structures re-aligned to support the business strategy
- Key business processes optimised
- Stakeholder engagement plan developed and implemented
- Change management processes optimised
Large Mining Provider Organisational Redesign and Optimisation
- Detailed project charter and plan tabled and approved by ExCo
- Defined organisational structures, reporting relationships, and shared services
- Organisational Structure functional analysis
- One on one interactions with HoD’s and Executives
- Macro Design of new structures
- Micro labour review of approx. 12,000 personnel
- Detailed staffing model
Achieved:
- Adopted fit for purpose unique organisational structure – reduced costs whilst mitigating risk
- Hybrid operating model adopted with a blend of unitary and limited shared services across all business units and functions
- Reduction in management levels and costs
- Alignment of all resource levels across the organisational functional areas
Large Energy and Chemicals Provider Performance Management Capability Building Project
- Inconsistent application of the performance management system across the group
- Lack of clarity on how performance management relates to other people management processes and business results/planning
- Concern that the current differentiating model results in enforced adjusted performance ratings
- Leaders are not clear on their roles
- Substantive differentiation of top performance not being achieved
- There was a lack in transparency in the application of the system
Achieved:
- New Positioning of performance management as a business enabler/framework for consistent management focus
- Supporting the internalisation of values driven leadership
- Implementation of Talent Pipeline
- Standardised, transparent and objective approach for translating strategy into execution
- Transparency concerning the different levels of work and serves as a critical input into other human resources processes such as succession, development and talent
Large Telecommunications Provider Potential Profitability Assessment
- A diversified Group with various Business Units – Telecoms, Banking and Services & Tariff regulation in Zimbabwe has put revenues of $60-150million p.a. at risk
- Cost increases can no longer be sustained in the core Telco business – HQ and operations need to be ‘right-sized’
- Increasing ‘cost to serve’
- New businesses are at an early stage of development and cannot sustain themselves without the support of the mature telco business
- Duplication of support processes and functions across the Group & Manual and inefficient processes
Achieved:
- A fit for purpose support services design that can efficiently enable the future growth of the business supported by:
- Efficient and optimised key business processes (cross-functional) and Lean functional structures
- Future state roles defined and agreed
- Technology investments and optimisation
- Cost savings of $30million over 3 years based on head count reduction, facilities consolidation and outsourcing of non-core and non-value adding activities.
Large mining company Process Re-engineering- Project Breakthrough
- The Company had separated from their parent group
- The Business was not profitable and negative EVA
- Systems and process were outdated
- New structures were required in the absence of the parent group functions
- The culture required reinvigorating
Achieved:
- Benefits exceeded R 1.3 billion
- The entire organization was restructured into profit centres in which each Business unit and area has control of its own activities and is able to optimize the value chain
- Enhanced throughput, profits and productivity
- Increased impetus for the organization’s strategic objectives
Large Energy and Chemicals Provider Agile CoE
- Sub optimal resolution of existing Business challenges due to limitations of current way of thinking and working.
- No common language and holistic approach towards agility as different Business units engaged with different agile vendors
- Perception that agile conflicts with other methodologies being adopted in the organization leading to unnecessary conflict, unnecessary ‘waste’ in the delivery process and opportunity loss
Achieved:
- Agile CoE was setup and enabled to provide the right guidance on agility for all business units (IT and non-IT domains) in the organization. The execution of Agile CoE functions has resulted in
- Focus and resolution of gaps in the existing approach towards agile transformation being addressed with a more contextual case of agility
- Maturity of agility transformation being directly linked to enhanced business/ organizational delivery outcomes supported by relevant metrics. Hence more control on ensuring the ROI for agility
- Effective Agile people change management across all levels for sustainable outcomes
Large Telecommunications Provider Towards a High-Performing Organisation
- Business performance consistently below budget
- Group culture audit results indicate Opco in bottom quartile
- Silos are beginning to break down between functions, but progress has been slow
- Work has commenced on Employee Value Proposition and Leadership Brand – but needs to be implemented within broader business improvement drive
Achieved:
- Agreed high-performance vision and clarified the role of the EXCO team on the journey to high-performance
- Developed country strategy and helped revise the business plan
- Defined key strategic initiatives to accelerate the change
- Identified leadership capabilities, EXCO team assessed against these and ongoing measurement of these using a talent dashboard
- Personal and team leadership initiative
- High-performance programme launched
- Ongoing support and coaching of EXCO team