To improve implementation of Board decisions
The board of a multi national conglomerate had concerns regarding this companies
ability to implement board decisions and effectively measure executive performance in relation
What we did
A study of Board procedure recommended that each board decision was given project status with KPIs and implementation plans run by a discrete project manager.
A strategic management system was later introduced in a similar way with KPIs CSFs and scorecards developed to measure executive performance, who were remunerated based on the scorecard criteria.
A significant increase in decision implementation was seen with immediate effect and significant results were obtained in relation to strategy implementation and development, with increased remuneration to executives
The company which was NO2 in the market became No1 in 18 months.
|SCORECARDS AID GOVERNANCE & CONTROL|
|Case Study - Governance & Control|
|IMPROVED CUSTOMER SERVICE / GROWS REVENUES|
To grow revenues and margins in this financial services group
A financial services group was losing revenue and achieving low levels of quotation conversion.
What we did
A diagnostic and process analysis revealed very inefficient workflow for quotation supplier to independent financial advisors who simply pushed more efficient companies to their clients. It also identified to the company that their client was not the consumer but the financial advisor,
A strategy to achieve closer correlation between front office and back office was implemented. This involved developing more efficient workflow and communication with the organisation and with the advisors.
This improvement took the delay in quote conversion from 7 days to 3 hours.
A joint venture strategy with larger advisors groups, was developed and implemented producing a four fold increase in converted policies.
|Copyright 2009 Deshel. All rights reserved.|