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Organization Design - Client Success Stories

Strategic organization redesign first requires a clear understanding of the goals of the firm, such as increased customer loyalty, market responsiveness, productivity, and innovation. The drivers of the goals of the firm are translated into a causal map which includes capacity management, resource allocation in terms of skills and time, collaboration and communication between business units, and performance management and employee productivity. Here are some of our client success stories::

Performance and Talent Management

Problem: The client was unable to prioritize hundreds of service improvement projects because senior management lacked a framework for measuring the bottom line impact of each area of operations on business revenue and growth.

Goal: Fitzgerald Analytics was brought in to design a metrics system for the organization which would enable senior management to have visibility into Service Operations and enable the organization to measure the incremental value of each operation to the firm success.

Approach:

Line of Sight: Fitzgerald Analytics provided “line of sight” between strategic corporate goals and the everyday work of Service Operations, and facilitated the development of a metrics system to measure the impact of operations on corporate revenue.
Service Value Chain: FA applied the service value chain framework to link operations services to corporate profitability.
Training: Our team trained the client staff from the beginning of the project. Thirty to forty senior managers from the client participated in the analysis and thereby gained an understanding of best practices in Operations performance measurement and linkage to organizational success.

Result: The client was able to clearly measure the impact of Operations on revenue, and therefore better manage its talent and prioritize the service improvement projects that would support employee productivity and result in the highest returns. Operational efficiency was increased many fold, in some cases by as much as 20%, while simultaneously decreasing overall costs.

Innovative Capacity Management

Problem: Lack of effective capacity management was leading to conflict over resources, duplication of effort, and difficulty in crafting the business case for additional resources.

Goal: Fitzgerald Analytics was asked to help institutionalize an ongoing “holistic” capacity management system which would allow Executives to develop comprehensive capacity plans, and track progress against it.

Approach:

Capacity Management: Fitzgerald Analytics developed straight forward models to show the gaps between supply and demand of products.
Cross-Functional Executive Training: Our subject matter experts created forums and processes for Executives to discuss and make decisions on capacity built upon fact-based knowledge.
Scenario Testing Tools: Finally, we worked with the client to develop tools to allow for visualization and quick scenario testing based on Executives projections about potential changes in demand and supply of its credit card products.

Result: Via initial pilot, increased allocation of capacity towards strategic work by over 100%. Organizational wide rollout is in progress.

Improved Cross-Functional Collaboration and Removal of Silos

Problem: The client found that its different departments were not aligned to overall organizational goals, and had trouble sharing costs and ideas which directly resulted in operational inefficiencies and lost opportunities for growth.
Goals: Fitzgerald Analytics was brought in to help create a structured manner for the departments to communicate and collaborate with each other, and to have a measurable way to assign accountability and results.

Approach:

Managing for Results: Fitzgerald Analytics institutionalized its proprietary Managing for Results, which uses a structured methodology to help teams clarify goals, plan the "pathway to success," and maintain accountability through measurable commitments.
Create a Platform for Collaboration, Visibility and Accountability: Created organization wide platform for viewing and tracking goals and measurable indicators, and collaborative cross-functional quarterly forums for reviewing strategic progress, and weekly forums for reviewing progress on a departmental level.
Training: FA conducted firm-wide workshops to educate executives and middle management on best practices for collaboration and how to leverage technology and information to increase visibility, efficiency and accountability in corporate projects.

Result: The client now has standard departmental and individual accountability for implementation of a shared set of Enterprise-level business goals across the organization, which has greatly improved cross-functional collaboration and immediately resulted in market agility and lower costs.

Cross-Functional Collaboration and Work Effort Integration

Problem: The client relies on a national network of affiliated local sites to carry out its nationally recognized series of workshops for low-income students. As the organization scaled, it found that the processes and relationships required for effective collaboration and streamlined integration of work efforts did not keep pace with the growth. As a result, each year the operations became more fraught with miscommunication and inefficient work.

Goal: Fitzgerald Analytics was asked to help the client reach a new, shared understanding of how the various parts of the organization need to work together to deliver their programs to students, both from a relationship and a process point of view.

Approach:

Rebuild Trust: FA developed an intensive workshop to help the client rebuild the trust and get buy-in and commitment from all parties involved.
Process Development: FA worked with the groups to collaboratively analyze the processes by which they worked together, and what changes would be required to build on the newly established trust between parties.

Result: The workshop was extremely effective, with specific commitment from all partners on implementing the processes and maintaining the communication channels necessary for reaching their goals. Since the workshop, the satellite offices have shown unprecedented results in helping achieve the overall goals of the client.