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Programme Steering of the Operating Model
INDUSTRY
Food Service & Hospitality
CLIENT
Swiss food service group with operations in food service and hospitality
ROLE
Project management (external), programme steering, sparring partner to the executive board
SITUATION & CHALLENGE
The group worked with an existing operating model and had set itself an ambitious target result. The model did not carry that ambition: working environment, staff scheduling, assortment, data, systems – each initiative sensible in itself, none of them costed against the target. Neither the target contributions nor the dependencies between the projects were clear, and resources were tied to key people.
APPROACH
We captured the processes of operational service delivery, together with the supporting areas from HR through marketing to IT. We broke the target result down to the food service business and quantified the contribution of every project and every activity. The measures derived from this we placed in their dependencies and backed with a controlling that makes progress visible. The optimisation itself happened in the line; we ran the programme and reported every month.
OUTCOME & CLIENT VALUE
After eighteen months, every initiative was backed by its contribution to the target result and could be tracked. The executive board sees which project delivers what, which measure sits behind it and where the dependencies lie. Schedule and deliverables stayed on course, external costs under budget. The transparency and the steering came from Desigon, the optimisation and the decisions stayed with the client.
SERVICES
Understand
Process Analysis
Shape
Concept Development
Decision Bases
Deliver
Management Support
Process Management
Project Management
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