Change Management

Objective
Address underperformance in support services and develop a clear change plan with measurable KPIs.

Our Approach
3-stage process:

Define Objectives – one-to-one interviews and workshops to agree vision, KPIs, short & long-term goals, and responsibilities.

Develop Change Plan – gap analysis vs best practice; creation of individual “ownership” projects with risk/solution strategies.

Implementation – programme management, review meetings, progress monitoring, and barrier removal.

Key Workstreams

New multi-skilled portering roles & training

Recruitment of building manager

Performance management framework for cleaners & porters

Development of senior management team

Help Desk capability built in

Analysis of porter, mail & transport services

Results

Shared team vision and clear accountability

Change plans embedded within individual ownership

New structures and frameworks implemented to raise service performance

Objective
Improve how the Real Estate team and supply chain supported Operating Companies, driving efficiency, accountability, and value.

Our Approach

Reviewed Intelligent Client function and FM service delivery

Facilitated workshops to define vision, roles, and improvement plan

Established workstreams with nominated leads for each improvement area

Key Findings

Lack of role clarity created duplication and weak accountability

Inconsistent performance reviews and corrective action planning

KPIs failed to reflect performance; data capture inefficient

Poor visibility of costs for Operating Companies

Customer satisfaction not systematically measured

Value lost in project procurement

Outcome
Workstreams agreed and owned by team leads, monitored via fortnightly calls.

Results

Clearer roles and accountability across Real Estate & supply chain

Structured review and corrective action processes in place

New KPI framework reflecting performance and reducing admin

Improved customer satisfaction measures

Greater cost transparency and value through better procurement