The Challenge
With operational excellence at the heart of its reputation, this organisation launched an ambitious enterprise-wide transformation to modernise systems and enhance customer experience. Yet with early efforts focused on sales and technology, Operations, responsible for daily customer delivery, was left without visibility, influence, or support, creating significant alignment challenges including:
- Limited input: Operations leaders struggled to gain a “seat at the table” during transformation design.
- Hidden risks: Program and IT leaders underestimated customer service and operational risks.
- Poor visibility: Team leaders and members lacked clarity on changes impacting them.
- Fractured relationships: Misalignment created distrust and poor communication between Operations, Transformation, and IT leaders.
Without intervention, the program risked undermining operational performance and customer trust, precisely the outcomes the transformation aimed to protect.
Client Overview
Our client is a global organisation with a heritage spanning more than a century, serving millions of individuals and businesses worldwide. Known for its stability, customer focus, and ability to adapt to evolving needs, the organisation delivers group life insurance, retirement, and financial services in partnership with employers, governments, and communities.
Solution
Org was engaged to bridge the gap between the transformation program and Operations. Leveraging expertise in transition and change management, the team designed a structured approach to integrate Operations into the heart of program delivery.
- 12-month transformation timeline: Developed a clear schedule of deliverables impacting Operations by team, enabling forward visibility and planning.
- Integrated change heat map: Mapped transformation deliverables, Operations-led projects, and BAU changes to highlight cumulative impacts and risks.
- Transition management role: Designed an ongoing role to oversee the transition of transformation outcomes into Operations, with defined accountabilities and governance.
- Leadership alignment: Engaged with the Operations leadership team to secure buy-in, build trust, and ensure a sustainable approach.
Implementation
Org facilitated workshops and one-on-one sessions with senior stakeholders, ensuring visibility of program impacts and surfacing risks previously overlooked. The team worked hand-in-hand with the COO and Operations leadership team to:
- Establish governance and accountability models.
- Enhance communication between Operations and transformation leaders.
- Secure internal approvals for the ongoing transition management function.
- Build trust by demonstrating consistent delivery and risk mitigation.
This approach combined business implementation planning, stakeholder engagement, change management, and risk oversight to embed Operations within the transformation journey.
The Impact
The engagement delivered tangible outcomes that reshaped the trajectory of the transformation:
- Enhanced awareness: Operations teams gained clear visibility of changes by function, timing, and expected impacts.
- Reduced risk: Potential service and customer impacts were proactively identified and mitigated.
- Sustainable capability: A dedicated transition management role was established, with governance frameworks ensuring long-term alignment between transformation and Operations.
- Strengthened trust: Improved collaboration between Operations, IT, and Transformation leaders fostered a more unified program delivery.
