Change Management 

Case Study
UK University

Our client was a UK University and the cleaning, security, portering and logisitics service was perceived to be underperforming. We worked with the in-house team through the following three stages

  1. Define objectives

  2. Develop the change plan 

  3. Implementation (Delivery to achieve objectives)

Define Objectives

As part of the “Define Objectives” stage we met the management team individually to determine current position for discussion in workshop. At the workshop we worked with the team to define the project including; the opportunity, the project KPI’s, long and short-term objectives, main areas of change and allocation of responsibilities. The output of Stage 1 was a shared Team vision and objectives for the project and a shared understanding of how success will be measured on the project.

To “Develop the change plan” we worked with the team to undertake further research where necessary and plan out main areas of change following Objectives workshop.  As a team we identified gap between current service and latest best practice and transformed these gaps into personal projects to generate ownership. The output of Stage 2 translated objectives and current situation into clearly defined change plans, owned by individuals within the team, a shared understanding of how success will be measured on each project and risk-problem-solution strategy to eliminate/avoid/ remove barriers to change.

 

Typical workstreams following Stage 2 included:

  • Analysing planned and reactive porter, mail and transport services
  • Develop and agree new multi skilling job roles 

  • Develop multi skilled portering team including training and learning

  • Develop performance management framework including Identify measures for porter and cleaner performance

  • Recruit building manager

  • Develop Help Desk capability

  • Development of senior management team 

We supported “Implementation” by establishing a programme and progress reporting and held review meetings with individual team leaders to monitor progress.  These meetings often included ‘removal of obstacles’ and ‘why change is not going to happen’ discussions.  

UK Manufacturing / Technology Business

This project was a strategic review where the real estate function was seeking to improve the service to their customers (Operating Companies) and the project included development of vision, organisational review and roles, systems review, KPI development, reporting and service excellence

The project was sponsored by the Real Estate department who recognised that their own in-house team and the supply chain were not supporting the Operating Companies effectively and efficiently. They wanted to:

  • Understand how effectively the Intelligent Client function specifically and the FM service generally is meeting business requirements 

  • Identify an improvement plan that has buy in from the business units, Intelligent Client function and other appropriate stakeholders.

After Stage 1 it was identified the following improvements were required:

  • Real Estate Team (including supply chain) needed greater clarity of roles (avoiding duplication and ensuring more accountability), 

  • more structured meeting and performance review processes,  

  • clarity over corrective action planning (CAP) ensuring appropriate delegation of responsibility, 

  • development of better KPI’s to reflect performance of both the supply chain and in-house management (and ensuring that data collection time is minimised), 

  • customer satisfaction more effectively managed as part of performance management and CAP

  • increased value for money through better “project” procurement processes

  • greater visibility of costs with the Operating Companies

We established a project team with a nominated workstream lead for each of the improvements required. Each workstream lead agreed a plan in workshops with the other members of the project team; the workshops were facilitated by us. The agreed plans were then used as the basis to monitor progress in fortnightly calls. 

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