Improving Visibility into Organization Design and Operations

Problem: The Director of Strategy faced a situation of limited visibility (in terms of labor contributions, project responsibility, and sub-group performance levels) across the Service Organization, resulting in ambiguity around individual and group accountability and negative consequenes for customer service.

Goal: The FA team was hired to improve Director visibility across the Service Organization, and improve employee understanding of the impact of their work on the end of the value chain, the customer.

Approach:  

• GAP Analysis: Through a fast-cycle GAP Analysis, the FA team established a baseline for current employee productivity metrics and the impact of service processes on customer experience. The initial investigation concluded that although employees were responsive to maintaining performance metrics, they were not aware of the net impact at the end of the value chain: the customer.
• Organic Brain-Storming: The FA team held multiple 'organic' brain-storming session with the brokerage management team by conducting a series of structured interviews with approximately 20 business unit leaders to gain a better understanding of how to realign the priority of projects to ensure better visibility across the Service Organization.

Result:  The result was a clear-cut action plan highlighting the greatest opportunities for improvement within the Service Organization, with a clearly defined action plan to execute each solution to improve visibility across the board.