Creating adaptable, resilient organisations

Our public sector client, a major rail industry organisation, was part of a significant programme at the Department for Transport, focused on transforming ticketing across the national rail network. Working with the DfT, our client’s implementation programme coordinated the rollout of several services across several Train Operating Companies (TOCs).

Several programme challenges led to our client being made responsible for running the implemented services alongside completion of rollout and they recognised the need to change in order to successfully become an enduring service that could not only support its current volumes of business but the additional volumes that would come from significant planned growth. They asked for our support to achieve these goals, to help complete the roll out programme, support the live services and prepare for future success.

Working collaboratively as one team, we helped our client to define what success would look like for supporting an integrated and cost-efficient service. The team analysed current and projected end-user data to assess the potential future demands on the new function. These informed the development of the ‘future state’ organisational structure, processes, and governance framework.

Using our ‘work with’ and not ‘do to’ approach, we joined forces to iteratively develop roles, processes, controls, and metrics for the programme. This was underpinned by a recruitment plan and effective coaching and knowledge transfer approach that ensured sustainability through retention of external resources until effective knowledge transfer and handover had been completed.

Through our work together to develop a user-centric operating model and change management plan, our client is now operating more collaboratively to deliver both the roll out programme and live services that ultimately benefit their customers. Operating silos have been broken down and the function is resilient and set up to deliver sustainable outcomes in the future.

Workplace transformation: Enabling smarter working

Our public sector client has an estate comprising more than 300 properties. In order to shift the focus of funding to frontline work, the organisation set an ambitious target to halve the estate footprint through the development of a smarter working approach.

Digital services design and development

Closing the Gender Pay gap (GPG) – the difference in earnings received by men and women – was the top strategic priority for our government client, the Government Equalities Office (GEO).

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