A shared services operation supporting Local Government organisations with procurement, finance, I.T, legal and HR services with over 400 employees working across multiple sites in the UK.
The newly created organisation had inherited employees from different local government organisations and was operating in a much different structure to how the former services were delivered. There was an opportunity to create a new culture to embrace the new structure and focus on high quality end-to-end service delivery for all of their clients.
Continuous Improvement (CI) was not commonly understood across teams and there was little evidence of teams visually illustrating service performance or carrying out problem solving activity. As many colleagues were new to the organisation, there initially was no shared understanding or vision of what the future looked like.
In order to support the creation of a new culture and philosophy for the client, a variety of tactics were used to create the understanding, framework and capability to successfully achieve this.
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