Complex organisation challenges can’t be easily solved just relying on one design model.

The challenge: A new Operations function had been brought together with few agreed goals, objectives, and priorities. The review was required to cover the structure, the processes, the people, the interactions between all relevant stakeholders and the skill sets within Operations to ensure that the best of breed operations delivery model is being utilised based on informed data-based decision making.

The project: Workforce Insight led an integrated team of expertise through diagnosis, analysis and development of improved operating model, design, and workforce planning.

The work:

• Identified organisational demand drivers and issues (such as strategic goals, business plans, changes in infrastructure requirements, workforce performance, new sustainability policies) that required long-term shifts in the services profile, workforce profile and budget.
• Created, facilitated, and analysed improvement opportunities for the Operations unit based on revised strategy goals. This included examining the critical work requirements, organisation requirements and developing the right transitions to move the workforce into the improved future state.
• Assessed, developed, and introduced a customised work analytical model covering 5 years of work, production and utilisation data. This involved an in-depth analysis of resourcing effort and option modelling to create different scenarios and the capacity to generate an integrated workforce view.
• Conducted analysis to illustrate key workforce risks in critical capabilities and developed models to enable the alignment of the workforce capabilities and design to future operating model shifts.
• Provided a transformation plan to create an Operations that has the right capabilities, the right design, performing the right work, with the right people, to be successful now and into the future.

The results:
The result of this program was clarification of the strategic issues, current state operating model analysis, high level operating model change options, an agreement on the desired future state, a roadmap to create the future state way of working, and an implementation plan for the Operations GM, executive and key stakeholders.
The consolidated set of solutions and analysis led to a preferred option, that with implementation would see the Operations generate a 12% improvement in workforce costs over 2.5 years while alleviating the strain on people, delivery issues and organisational risks.