QCG

Identifying efficiencies and other improvements to motivation and performance in a national scrutiny and inspection body

The Project

We worked for several months with the functional leaders of a national scrutiny and inspection body facing increasing complexity and challenge in its delivery agenda – set against significant resource reductions – to identify improved efficiencies, employee motivation and performance. We were asked to review core processes, ways of working and accountabilities across all divisions of the organisation in order to produce clear and actionable recommendations for change both for the short-term and longer-term.

Our Role

We worked with Senior Managers and staff to identify rapidly how key deliverables are achieved in the current state, the accountabilities and inputs from within divisions, across divisions and externally to the organisation, and where there are pressure points, bottle-necks and other sub-optimal working practices inhibiting the best potential business performance. In doing so we deployed our established organisational and process review methodology, testing our emerging findings and proposals at key project stages with a steering group from across the business to ensure operational fit and workability.

Outcome

We delivered recommendations to the Management Team built around three central themes set clearly in the context of the organisation’s existing and ongoing corporate development programme – to ensure that the interconnectivities and dependencies are fully integrated. Our proposals centred on targeted de-layering to eliminate overlapping accountabilities, increase challenge and spans of control; changes to ways of working including clearer decision rights in core production processes and more flexible cross-team working; and the development of a career pathing model to improve resource management and deployment across the organisation and increase development opportunities and motivation for staff. Additionally we modelled savings from the above of at least 3.5-6.5% over the organisation’s existing resource reduction plan.