Helping you to grow

The Challenge

A social service organization offered a wide range of services, with rather complex and confusing processes in different departments. There was the need for rationalization, optimization and measurement.

Our solution

After analysis and evaluation of current and to be processes, we designed a Balanced Scorecard model to translate the new vision into operational goals. The purpose of the Balanced Scorecard is to help managers agree and then articulate the strategic destination and road map for their organisation, and monitor the activities required for their achievement.

Trilations was responsible for the implementation of the model in a pilot department.

Trilations was also responsible for coaching and mentoring of internal staff for implementation in other departments.

The benefits

The Balanced Scorecard framework offers a focused view of performance measurement that ensures that users are involved in the design process. By helping management teams identify a concise set of operationally focused measures across Balanced Scorecard perspectives, the framework makes it easier to highlight the key information needed - typically reflecting customer satisfaction and the impact of innovation and improvement activities in addition to more typical financial and operational measures.

The benefits arising from using Balanced Scorecard for operational control purposes include:

• Increased understanding, awareness and alignment about operations across the whole management team arising from the discussions during the design process
• Wider and more effective monitoring of performance improvement initiatives
• Improved understanding of the links between measures improves understanding and makes target setting easier
• A single concise management report describes operational performance across perspectives.

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

Due to the liberalisation, the processes within this energy company were not very mature as well for business as IT. The organization was not ready to support the new market processes.

Our solution

Based on the current situation and the new market processes, Trilations made a Gap- & impactanalysis based on our Organisation & Architecture framework.

We detailed the new processes and assigned management responsibility. The analysis resulted in a clear insight in the relation between its processes, applications and infrastructure.

We worked with the customer to conduct architecture-based projects to effect beneficial change in strategy and the business processes, systems and technologies employed to achieve that strategy.

Additional project efforts focus on improving management’s ability to observe, analyze and impact on-going operational performance.

The benefits

The project allowed our customer to plan its investments to make growth possible and to be (back) aligned with its business objectives and needs:

• Enterprise-wide understanding of the interactions of strategy, business processes, and information technologies
• Reduction in the risk associated with business and information technology change – simplify systems and lower maintenance costs
• Improved ROI on business process improvement and information technology projects
• Respond faster to business partners and manage changes as they occur
• Report more predictable results given that the information about the enterprise is more precise and supported by automated traceability

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

A telco company changed from logistics partner that was responsible for the operational logistics of the handsets. Due to circumstances, this transition was realized very quickly and without thorough preparation.

Following problems occured:

• Uncertainty about the process steps carried out by the new logistics partner
• The lack of an organizational structure that clarified roles and responsibilities of both parties (customer and logistics partner)
• Lack of sufficient resources and competencies with the existing staff
• No reporting structures in order to measure daily activities.

Our solution

Together with the customer, we defined short and long term actions to improve the current situation:

• First, after analysis a list was created with a clear division of roles and responsibilities for short-term cooperation with external partners to optimize the logistics process. For each of the employees, personal performance indicators were created.
• To optimize in the long term, all processes involved were detailed in AS IS and TO BE indicating systems and reporting needs. Based on the TO BE, the need for human capital was described both quantitatively as the required profiles. The changes in procedures and working arrangements on individual level were discussed and a new organizational structure was designed.

The benefits

The project resulted in improvement of the processes, the human performance and the organization.
Furthermore, we defined cost reductions opportunities on mid and long term and described and discussed a SLA with the logistic partner referring to content and quality of the services.

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.