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Cuscal wanted to establish a new process improvement service. In the past, the process improvement talent they had would work as part of a larger project. Cuscal wanted the service to manage itself over having to be contained in a project.
When we started, the process improvement service was subject to constant context switching from multiple and conflicting demands.
As a result, they had 33 actions on the go at any one time (with a team of three people).
They were not managing the work, so much as responding to the loudest demand. This, with the fact that all their work had external dependencies in the business, made it difficult to forecast the completion of work with confidence. It also led to a daily sensation of feeling overwhelmed.
Cuscal wanted to establish a new process improvement service. In the past, the process improvement talent they had would work as part of a larger project. Cuscal wanted the service to manage itself over having to be contained in a project.
When we started, the process improvement service was subject to constant context switching from multiple and conflicting demands.
As a result, they had 33 actions on the go at any one time (with a team of three people).
They were not managing the work, so much as responding to the loudest demand. This, with the fact that all their work had external dependencies in the business, made it difficult to forecast the completion of work with confidence. It also led to a daily sensation of feeling overwhelmed.
After understanding the team needs and the current state of their environment, we proposed we could improve the following:
Service Manager Support
- Process Improvement identity
- Managing service with data
Practice Support
- End to end process mapping
- Service backlog skills
- Tracking progress of work
- Easier execution and priority of work
Future state planning
- Plan future services, skills, work
- Bring the org on Process Improvement journey into the future
We guided them through a process of discovering their current work, learning how to manage it and communicate it to stakeholders, as well as how to capture their management choices in a way that gave them metrics they could use for self-improvement.
Cuscal saw a material uplift in their process improvement service after executing on the uplift plan in collaboration with Expert360.
Cuscal quantified this uplift across the Service Manager Support, Practice Support, and Future State Planning functions.
On a scale of 1-10, pre-engagement ratings ranged in the low 3’s and 4’s. Following the uplift, ratings improved into the 8’s across the board.
Upon completion of this engagement, Cuscal had a partner validated service catalogue that was traceable to their backlog.
They were managing their work in favour of their productivity, and they were focusing on work that they believed had a high potential for success and value to the org.
For the first time, the service used delivery metrics to plan and execute their work. The service also invested regularly in assessing and improving their service to meet demand and new opportunities.
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