Our client, a renowned global services provider, approached Cambridge Management Consulting (MC) with a critical business challenge.
Technology and the market convergence of devices and services around software and cloud threatened the organisation’s device-led business model. With two distinct operations units reflecting their historically separate device and services businesses, the organisation was struggling to manage its cost base in this converging market.
As the organisation shifts from being a Capex-oriented customer proposition to a SaaS-based model, it needed to take urgent steps to transform its cost base to make it appropriate for this new environment.
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Cambridge MC has experience and capabilities in both Cost Transformation and Organisational Transformation. The scope of work included looking at the current organisational design, role design, workforce distribution (including onshore/offshore splits), management & staffing levels, client dependencies, identifying and quantifying workforce transformation options and developing a staffing model to allow the organisation to be right-sized for the changing marketplace and to act as a scenario planning tool for future workforce decisions.
Phase 1 looked at the organisational structure for a consolidated operations organisation, initially focused on the management layer. This involved looking at organisational design, role design, workforce distribution (including onshore/offshore splits), managerial spans and layers, and client dependencies.
Phase 2 involved looking at the staffing levels within the consolidated operations organisation and the development of a staffing model. This model was designed as a strategic tool to support the organisation to identify and allocate human resources requirements across the global operational landscape.
The model created insight within the following areas:
To build out this model, Cambridge MC worked with the client to create a consolidated customer journey for service delivery and service assurance, mapping roles against the relevant activities in the process, creating new job families. We then carried out Day In The Life Of (DILO) analysis to quantify how much was being spent by which role on which activities. The model then identifies the surpluses and deficits of available resource. The model works out the resource hours available per country and compares this to demand effort, by job family, and by activity to support Service Delivery and Service Assurance operations.
We identified a number of different initiatives (e.g., reducing spans and layers, consolidating functions, greater use of off shoring) which could deliver annualised savings of up to $12m.
New Staffing Model
Development of a staffing model to be used on a quarterly basis to continually optimise resource levels against expected demand.
We are a highly collaborative team of senior-level executive professionals able to adapt to any challenge, however niche & challenging.
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