Process Improvement/Change Management – Global Music
- The client, despite being a leader in the music industry, did not have an international system to manage and exploit its owned repertoire. The client required a global system to hold dynamic pre-cleared rights for global exploitation by its territories.
- Solution Design and Prototype.
- High Performance Team building.
- Stakeholder and Communication plan and rollout.
- Training rollout in 40 territories.
- End-to-End Process testing and User Acceptance testing.
- Data Analysis and Cleansing.
- Creation and management of a high performance team made up of client and contract staff to deliver a complete solution and implementation of new processes.
- Regular liaison with disparate stakeholders (territorial, global, IT, Program, contracted experts) to ensure that the highly political step of ‘pre-cleared’ international reuse of territorial owned repertoire went live on time and to budget.
- Project completed on time to budget, despite tight budgets and a bespoke team.
- The ability of the client to have a system based ‘pre-cleared’ reuse of music is a first in the music world meeting a strategic need.
Business Systems Selection – Construction Group
- The client is a FTSE 350 business providing a range of services for the construction sector.
- Kinetik Solutions was asked to help with creating a tender for a business support system for one of the client’s divisions.
- We worked with all the stakeholders to identify the current and future processes, functional requirements, information and hardware requirements and created a robust tender. We created a high level assessment of potential suppliers.
- We created the tender within 3 weeks of commencement which was signed by all stakeholders.
Agile Delivery of Digital Publishing Programme – Large Government Organisation
- A large government organisation needed to radically change its use of the web and associated technology to modify the manner in which its diverse customers interacted and gained access to its wide range of published data.
- It created a new business division, bringing its analysts and communication experts together, to develop dynamic, exciting and relevant content products for its customers, in particular netizen users. It also launched a 3-year programme to bring about business change in its publishing, including wider use of its data and partnership-working.
- To initiate the programme, identify resources and budgets as well as bring together enthusiasts and internal change agents for the work ahead.
- To define the agile principles in which the organisation would operate and lead some ‘quick win’ projects including radical improvement of the organisation’s landing pages and some early work on the use of open data sets.
- To work with senior managers in the organisation to build momentum around the new methods of working.
- We identified internal stakeholders and worked with key external users to build momentum for the change programme using a wide variety of interventions.
- We created high-level implementation plans, budget forecasts and the first wave of content improvements to deliver visually engaging and interactive landing pages for the website.
- We established the process for the rollout of the organisation’s data in an ‘open-data’ format to enable easy use of complex datasets.
- We road-tested our approach of creating collaborative teams for publishing, through visits to the BBC and the Telegraph, amongst other methods.
- The programme delivered an early success – new web landing pages using an agile/scrum approach with embedded innovative and sustainable content. Very well-received by the clients users.
- Although once considered too difficult to implement, the strategy of collaborative teams was adopted by the organisation. It also made a commitment to invest in new technology, build capability in digital skills and create collaborative work space areas.
- The Director General of the organisation said our work “brought about the start of a major cultural change programme in digital publishing”.
Business Intelligence Assessment – National Health Service Primary Care Trusts
- Primary Care Trusts were part of a drive to get patient services commissioned in a world class manner. There was a specific need for joined up thinking in the area of decision-making led by Informatics. We were asked to carry out a benchmark test of 3 PCTs in the South of England in their strategic decision support service.
- We submitted a full analysis to the commissioning support board, and ran a validation workshop to drive concrete next steps for action.
- We carried out an assessment of the decision making processes at each trust and the way in which data was used through all stages of the cycle. In addition we reviewed technology, skills and informatics organisation design. We ran two workshops with key stakeholders across the 9 Primary Care trust to report on our findings. We asked the teams to prioritise key areas of focus to enable Informatics-driven decision-making.
- Our work was seen to be of great value as part of a new commissioning hub that has been set up to co-ordinate a range of collaborative activities in the area.
Digital Strategy – Large Public Sector Organisation
- The client wanted a plan for its strategy for disseminating information through its web and digital channels.
- We were asked to put together a road-map for the strategy development which was agreed by the board.
- We used a ‘scan focus act’ method to create the road map, including understanding the latest technology and thinking, external to the client.
- We carried out focused interviews with key players.
- We developed a strategy and implementation road-map with the buy-in of influential people in the organisation.
- The client had a fuller picture to help drive its strategy forward and a validated road-map to deliver it.
Using Data for Informed Improvement – National Health Service
- The client was a support organisation, part of the NHS and wished to deliver support to front line trusts in improving patient pathways by using data better for decision making and continuous improvement across end-to-end clinical processes.
- Designing of 10 workshops across England for acute trust/primary care trusts to demonstrate how a better use of data could aid decision making and improve flow through the clinical pathway.
- Ran workshops to deliver the patient aim for elective surgery from GP visit to treatment for elective surgery within 18 weeks. Key outcomes included;
- Understanding and deciding the measures that aided end-to-end processes improvement.
- Understanding how analysis of data process pathways and booking systems processes could reduce ‘lead time’ for patient.
- Use of time based presentation of data using statistical process techniques (SPC) simplified decision making.
- Creation of better review processes across different stakeholders to aid quality and speed through the pathway.
- Excellent feedback received from the workshop, which involved stakeholders from several primary and acute trusts, the Department of Health, the Institute of Innovation, Connecting for Health & the information centre.
- The workshop created 30 initiatives for improvement within pathways. Use of ‘holistic’ and ‘better use’ of data was seen as a key area in how performance excellence in end to end clinical pathways could be delivered.
Web Recovery – Large Public Sector Organisation
- The client is a large public sector organisation; a large number of problems developed when the organisation went live with its complex, data driven website.
- We were asked to support and advise the director on a ‘web recovery’ project and to ensure that the site and back office processes were stable and fit for purpose.
- We ran several workshops to understand the issues with the technology, business and publishing process.
- We carried out focused interviews to identify the root causes and set out recommendations for future large-scale projects in a report for the head of the organisation.
- We supported the team in delivering governance structures; we enhanced the processes to improve the quality and efficiency of their output creation.
- We carried out external stakeholder analysis and worked with the Head of Communications to commence a joined-up approach to stakeholder management.
- The recovery programme was seen as a success by the organisation, having achieved its purpose.