Problem Solving

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Case Study: Cash-able Benefits of integrated processes and IT systems

Background

World leading international mobile telecommunications group implemented Oracle’s Procure-to-Pay integrated solution that links purchasing and payables to maximize return on invested capital and improve existing processes for purchasing and paying for £2B worth of goods and services, annually.

Voice of the customer

  • We do not have a clear, easy to use and consistent process for buying goods and services.
  • Most existing processes are bureaucratic, require duplication of effort, unnecessary telephone queries, emails, paper trails etc.
  • It takes a long time to gain approval for a purchase.
  • Not all commitments of company expenditure are approved and visible to the business.
  • We are not exploiting our purchasing power to it’s full potential.

Assignment Brief: Develop and implement a Change Management Plan to meet a 9 month IT system implementation for 4 business process re-engineering (BPR) work-streams designed to transform the “Procure to Pay” process.

What we did

By Week 6.

Conducted several workshops with project and supply chain teams to seek cross-functional representation of views in developing a Stakeholder Management Plan covering all key constituents.

Week 18

  • Gained steering committee approval for Communication Plan to generate cultural change for 10,000 employees.
  • Implemented stakeholder actions to gain “buy in” and commitment from project teams.
  • Implemented “quick wins” and DMAIC framework as project approach
  • Root Cause Analysis with 6 project teams and solution generation started
  • Baseline data completed and key metrics reporting established

Week 36

  • Completed 15 “Change Acceleration Workshops” with project work streams to establish To Be procedures
  • Launch of internal communication campaign to employees, purchase approver, manager, supply chain management, finance team; posters, desk-drops, workshops, road shows, e-mail launches and updates to promote the concept of e-enablement.

Results:

  • One harmonized process, policy, set of procedures with greater expenditure control.
  • On-time delivery of “Go Live” platform in 9 months.
  • Excellent engagement and “buy-in” from all stakeholders highlighted by the CFO as a noteworthy strength of the project delivery team
  • Operating in a paperless environment

Game Change has worked with hundreds of organisation’s large and small to help them build their Lean Six Sigma capabilities.

To find out more, talk to an Expert about the Cash-able Benefits of integrated processes and IT systems.