Industry: Retail Energy operations
Location: Melbourne, Australia
March 2011
CASE STUDY
Australia’s premier energy provider current mode of operations was struggling to meet increasing customer service demands and missing commercial opportunities in the market. These issues were compounded by over-leveraged off-site work teams, inefficient and manual processes and ineffective workforce management.
The current management system was in desperate need for revitalization. It was just not facilitating a minimum standard of quality operations nor was it enabling staff to either foresee service issues or identify problem root causes. Without a coherent and structured approach, operations was full of work-arounds and temporary fixes, long overdue for attention.
Key deliverables in development:
- Leadership interviews
- Transformation Plan
- Benchmark report
- Automation recommendations
- Current state assessment
- Desired organizational chart
- Digital IT platform assessment
- Process Model Standards
- Organizational chart review
- Business Process Management
- New Process Models
- Governance Delegation Of Authority
The Result
MCG focused primarily on digital apps, IT systems and their accompanying processes and implemented a restructured organizational model along with reintegrating modified process framework that prioritized the business based on strategic and operational objectives.
This framework, complete with business rules, Key Performance Indicators and dependent inputs and outputs, triggered follow-up enhancement work with a series of major changes to IT systems, people management, targeted training and a new regime of continuous improvement activities.