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