We accelerate Service Transition and ensure its success through our hands-on management and our unique model that links commercials to the Target Operating model, to understand clearly the required transition and testing activities for each service element.
Our experience enables us to know precisely where to focus effort to reduce risk at speed, enabling us to typically save 30% of average Service Transition projects.
Our real-world service delivery experience enables us to accurately and quickly plan and deliver Service Transitions which protect from service loss, shorten delivery timelines and improve business buy in.
We skillfully coordinate Service Transition programmes to manage the successful transition of services between outsource suppliers or to outsource suppliers from in-house functions – including any TUPE staff transfers.
Our approach incorporates a gated quality control model that ensures both service quality and availability is unaffected.
This risk-based approach has produced guaranteed delivery in the least time and we consistently meet tough timescales to achieve greatest results.
We focus and manage Transition and testing on both the commercial model designed and most importantly the Target Operating Model. By engaging both subject matter experts and end users to carry out testing and pilot campaigns, we put the client in control of the risk and speed of transition.
Go-live is all about choreography and getting all teams to understand the client, its business and its priorities.
In preparation stages we coach service desks and service management teams alike in new ways of working and how to engage with the business to deliver the service they want.
We manage the whole transition, including the supplier training and testing and then go-live itself – where the hard work starts!
By baking in initial transformation activities into a new supplier’s or in-house team’s plan we make sure that our client’s new service function has improvement firmly in its sights and is measured to achieve it.
Using the findings from our Insights and Net Promoter Score assessments we clearly chart a course for success ensuring all understand the wider business objectives, the roadmap of changes planned and the benefits they will bring.
Using this same approach, we are also able to successfully rebrand IT organisations by explaining the benefits of outsource and service improvement activities
On top of this we have a communications and engagement planning model which explains, in simple, plain-English terms, the change to our clients’ end users, ensuring the transition is perceived to be successful.
We work alongside our clients acting as early life support for any new service to reduce the risk of service performance dips immediately post-transition.
Our people act as coaches and mentors for new team members and suppliers alike to help embed new processes, ways of working and technology deployed.
And, more importantly, because everything else has gone well, we are confident we can shave six months off the planned date for genuine service transformation to start being delivered.
Focussing then on improvement, based again on the NPS and Insights findings, we drive suppliers and client organisations to draw up and agree a Service Improvement Plan on day one of the new service to ensure momentum does not drop.