Client Challenge
The client systems were outdated. This meant that:
- The service provided to clients lagged behind competitors.
- The ability to develop new services and maintain existing services to clients was limited. New services were slow and expensive to develop.
- Maintenance and operating costs were high.
- Supporting operational processes were highly manual and automation was difficult.
The way the business had grown meant multiple different pricing and service models, resulting in complexity that prevented standardisation and automation.
The business wanted to:
- Simplify and standardise services and pricing.
- Replace its technology with modern systems that would reduce operating costs, improving its ability to develop and maintain services, and reduce operational risk.
TORI were asked to help develop a proof-of-concept presentation for the Board to describe the proposed approach in more detail and validate the underlying concept, including potential revenue increases, cost savings, and implementation costs. describe the proposed approach in more detail and validate the underlying concept, including potential revenue increases, cost savings, and implementation costs.
What We Did
TORI pulled together a small core team with extensive experience of both this requirement and this industry. The team included a former Chief Executive with experience of developing similar board presentations, including expected challenges and the necessary level of underlying detail and analysis.
TORI worked with the client’s business management to understand their business goals and current operating model, which included:
- Client types
- Services provided
- Pricing models
- Organisational structure
- Delivery models, including IT and operations
- Costs and risks
TORI then defined and agreed a target state covering standard proposition and pricing, new technology, and process automation. This included identifying the enablers that were needed (proposition, process redesign and automation, system requirements, selection and implementation, etc).
The next step was then to work with senior management to prepare a board pack, with the objective of getting approval to proceed. The next step was then to work with senior management to prepare a board pack, with the objective of getting approval to proceed.
Outcomes & Results
The draft report had been agreed with the project sponsor. The next step was to work with the sponsor to socialise this draft with relevant stakeholders and understand and address the points that were raised.
- The report was revised to incorporate the changes needed to maximise the likelihood of getting approval to proceed.
- TORI also worked with the sponsor to rehearse the presentation that would be given to the Board, to ensure it was presented in the most effective way.
- The Board accepted the recommendations and gave its approval to proceed to the next stage.
