The Objective
•  To improve implementation of Board decisions

The Background
•  The board of a multi national conglomerate had concerns regarding this companies
ability to implement board decisions and effectively measure executive performance in relation
to implementation.

What we did
• A study of Board procedure recommended that each board decision was given project status with KPI’s and implementation plans run by a discrete project manager. 
• A strategic management system was later introduced in a similar way with KPI’s CSF’s and scorecards developed to measure executive performance, who were remunerated based on the scorecard criteria.

The Result
• 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
The Objective
•  To grow revenues and margins in this financial services group

The Background
•  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. 

The Result
• 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.