Case Studies / Delivery & Design

Improving and industrialising the service management processes for a large UK building society 


Improvement to team productivity


Systems now covered by detailed Service Specifications


Of tickets now centrally logged, enabling data-driven decision-making

Our client’s team had grown organically over several years, and as a result created inefficiencies in ways of working. A more data-centric approach to work allocation, prioritisation and resolution was required to improve the service experience.

The requirement was two-fold:

  • Ensure continuity of service during a period of key leadership resource absence
  • Drive a step change in operating efficiency of the team

Organic growth of the team had resulted in amalgamation of lots of personal working styles, without the structure and discipline of a well-designed service management function. With key leadership resource due to be out of the office for a prolonged period our client saw the opportunity to enable continuity of service and bring in expertise to invoke a step change in the service experience for stakeholders. The goal was to reverse many months of negative feedback and stakeholder dissatisfaction. 

Our solution focused on a holistic operating model assessment with the below hotspot areas: 

  • Key stakeholders – Building relationships with key stakeholders to understand perceptions of current service, priority activities, and broader service requirements (e.g., service level expectations). 

  • People & Capabilities – Assessed the existing capability levels and developed a clear understanding of the team’s current state. Based on this assessment, we defined a target structure and identified the necessary capability requirements to reach our goals. To bridge the gap, we implemented a strategic approach that combined both internal and external recruitment strategies. Additionally, we facilitated up-skilling initiatives to equip the team with the necessary skills and knowledge to meet the target capabilities. 

  • Processes – Established and documented current processes, identified weaknesses and areas of opportunity against stakeholder requirements and ITIL best practice. 

  • Tooling – Fostered a data-driven mindset and implemented a centralised repository for ticket information, encompassing incidents, changes, and BAU requests. By establishing a single source of data, automated dashboards were created, that allowed stakeholders to access real-time information and introduced self-service capabilities for them to retrieve the information they needed. 

  • Communication – Ensured clear communication and provided regular updates to the team and stakeholders throughout the engagement, ensuring they were informed about the progress and improvements being implemented. Also facilitated proactive and consistent communication from the team to stakeholders through regular forums, enhanced customer care actions, and effective utilisation of dashboards.

As a result, the stakeholder feedback underwent a complete transformation, shifting from highly negative to overwhelmingly positive. 

This transformation led to a significant increase in team engagement, with a notable boost in energy levels and enthusiasm. The team’s efficiency and productivity saw a remarkable improvement across incidents, changes, and BAU/service requests. Additionally, the reduction in single points of knowledge and failures within the team resulted in enhanced operational reliability. 

The adoption of a single source of ticket data facilitated objective, data-driven decision-making, contributing to improved outcomes. Furthermore, the team’s success and achievements positioned them as a role model and case study for other service functions within the group, leading to requests for their input to enhance other functions.

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