Organizational Development (Structure & Design) & Change Management Implementation
A state agency needed to grow its HR program’s operating efficiency and stability, create a culture where its staff are inspired to be their best, to better partner with internal and external customers, and to be a leader in meeting the Commissioner’s priority.
How Adekoya Helped (Project Delivery & Outcome): Drove Strategies to ensure implementation Stick
•Organizational Development, Management Analysis and Work sessions facilitation to furnish the agency with recommendations for improving the efficiency and effectiveness by which it conducts human resources throughout the agency. Developed a framework for implementing those recommendations, with the goal of supporting the Commissioner’s plan to make the agency the best possible place to work.
•Employed PROSCI & Lean Six Sigma methodologies in developing an implementation framework strategy.
(I) Conducted extensive interviews, social capital surveys and ethnographic analysis to assess the current state of the agency’s HR organizational health and culture; including customers served, Department Managers, Human Resources Division (HRD), the six Regions and several of the Divisions. Employed change management strategies to determine readiness.
(II) Explored the dominant causes of the agency’s cultural practices and beliefs is intended to empower the agency leadership and staff to develop actionable insights into how to continue to strengthen the HR’s working environment.
(III) Facilitated several working sessions to address code of conduct, conflict resolution and improve communication strategies and effectiveness
(IV) Delivered recommended improvements that fell under five categories; 1) Reorganize, 2) Reset, 3) Span of Control, 4)
Reallocation of Miss-allocated Resources, 5) Management Development
(VI) Developed and implemented new organizational structure model (“org chart”) for Human Resources service delivery, built on the developed strategy that maximized the available resources and incorporated flexibility to meet changing business environments and goals as the organization moves forward; Delivered new HR Functions and assigned personnel responsibilities.
(VII) Drove necessary changes in focus in the incorporation of the department’s Core and Leadership Competency models, and the statewide Human Resources Competency model, then delivered new documented Visio process flow charts for executing deliverable.
(VIII) Continued to coach to HR Division Manager, staff and other key stakeholder on implementation of selected solution
(IX) Developed key Performance Indicators to measure performance delivery and to ensure a continuous improvement culture at the agency.
Organizational Development for CRM Implementation, IT Infrastructure System Assessment & Services De-coupling
A fortune 500 company’s global security department needed to implement a new CRM System and de-couple its Life Safety & Core Security Tasks from Customer Services administrative efforts to eliminate inefficiencies and non-value-added processes while reducing total cost of ownership.
How Adekoya Helped (Project Delivery & Outcome):
•Strategic Planning – CRM Assessment Readiness, stakeholder analysis, De-coupled client’s Global Security and Operations Center’s Life Safety & Core Security Tasks vs. Customer Services to eliminate inefficiencies and non-value-added processes while reducing total cost of ownership
◦ Entailed extracting GSOC (Global Security Operations Center) monitoring data from the following systems; LENEL, PERSPECTIVE, and DESK JOURNAL, and MILESSTONE. Then analyzed, scrubbed, and mapped data to appropriate buckets and area to deliver a sustainable performance management model (charts and metrics) for continuous improvement.
•Employed established Lean Six Sigma, Enterprise Architecture and SOA methodology to assess client’s Global Security CRM Readiness and IT infrastructure and application models, organizational structure, day-to-day operational functionalities and capabilities. Gathered pain-points, constraints, & other limitations via stakeholders’ interview (VOC) and analysis to arrive at an ideal future state (CTQ; Critical to Quality) and deliverable.
•Provided recommendation to ensure sustainability and business continuity of a state-of-the-art CRM implementation and functioning IT Department that illustrated how architecture, applications, and services needed to operate as a world class IT and business transformation solution.
•Proposed a new organization structure (roles and responsibilities definition and alignment, new hires, new in-take process Visio diagram development, and phased approach for newly required IT investments and improvements implementation) to drive overall efficiency.
•Organization Structure –
(I) Clear separation of duties that currently exist into two basic types of service – Priority (Critical) and Customer Service/Other
(A) Recommendations around structure and function.
(B) Priority around day to day operations and safeguarding of players and hotel guests PII (personal identifiable information) to ensure full compliance with required PCI compliance for POS systems.
(C) Customer Service and other operational tasks handling that may be averse to global security was outlined.
(II) Clear Roles and Responsibilities for (I) MIS Department, (2) MS Global Security, & (III) Others
(A) Defined functions which require a physical presence in the Departments
(B) Tasks and functions that could be automated were identified
(C) Recommendation on what areas/functions can be virtualized
(III) Simplification Recommendations on Procedures, Form & Functionality
(A) Identify inefficiencies/redundancies/overlap of duties
(B) Workstation changes recommended (if needed)
(C) Identified minimum staffing requirement for MS Global Security
(D) Process Improvement – Delivered Time & Motion Sturdy to highlight end-to-end operational processes, and monitoring.
Lean Six Sigma Process Re-Engineering, Workflow Analysis (Supply Chain) & Change Management, & SAP System Implementation
A fortune 500 company’s Supply Chain Finance had an ~$143M of GRIR (Goods Receipt, & Invoice Receipt) Inventory balances that were 4 years aged due to inadequate transaction processes, unclear roles & responsibilities, redundancy, and lack of standard operating procedures and knowledge by planners. Company also needed to Implement a new SAP systems to drive better visibility into inventory transaction with all suppliers. Senior Management was uncertain as to Company’s liability and wanted to minimize its risk exposure
How Adekoya Helped (Project Delivery & Outcome):
•Led a global inventory control group to address issues and perform risk assessments without having direct control.
•Applied Lean Six Sigma methodologies and tools to deliver a sustainable process for global inventory management, planning and treatment. Included the development of an Inventory Controls Playbook; defined, consolidated, and documented all policies, and core processes and controls in one central location to assist with day-to-day inventory management.
•Drove and owned defining appropriate policies, processes and controls for inventory and hardware build cost management improvement globally.
•Partnered with the solutions delivery team to develop and implement new SAP transaction processes that automatically cleared aged and incorrect inventory transactions. Included “AS-IS” process mapping and development of “To Be” processes.
(I) Stakeholder and end-user’s interviews and requirements gathering.
(II) Completed BRD templates with objectives, project perspectives, requirements and ancillary information.
(III) Validated information with subject matter experts (SMEs) and stakeholders.
(IV) Shared draft out for review.
(V) Updated BRD based on feedback.
(VI) Obtained approval of BRD from project stakeholders
(VII) Leveraged updated BRD to then create additional development documentation such as technical designs, information architecture, and quality assurance and content planning documentation.
•Developed training materials and trained inventory planners on new processes and proper methods for transacting inventories.
•Provided on-boarding sessions monthly.
•Established control measurement processes for visibility and continuous improvement, and to correct future deviations.
Strategic Management Analysis, Utilization Improvement Facilitation & Operational Change Management
A public agency wanted to increase its utilization and redesign of its Small, Minority and Disadvantaged Businesses in Construction, Consulting and Goods and Services to 40% of annual spend.
How Adekoya Helped (Project Delivery & Outcome):
•We facilitated the client’s designated team(s) to address process, workflow and staffing requirements to implement best practices in areas of goal-setting, outreach, utilization, tracking and compliance.
•We facilitated various meetings with all client’s Departments key stakeholders to gather intelligence and understand the current “AS-IS” process and pain points, provide detailed recommendation then developed “TO BE” required implementation improvements to drive a culture of continuous improvement
•Best Practice: Adekoya facilitated the client’s designated team(s) and coordinate meetings with pertinent agency (modeled) staff around their procurement practice, and procedures in areas of goal-setting, outreach, utilization, tracking and compliance. Managed process of capturing and defining best practice and implementation objectives.
•Adekoya employed lean six sigma process improvements by first delivering a detailed preliminary recommendation; defined, consolidated, and documented all policies, required core processes and controls
(I)Key required improvements and changes to ensure sustainability and a continuous improvement culture
•Implementation: Facilitated Port designated team(s) to address process, workflow and staffing requirements to implement best practices in areas of goal-setting, outreach, utilization, tracking and compliance. Managed team process and monitor responsibilities, document implementation strategy and resource needs
•Employed six sigma methodologies in developing an implementation framework strategy:
(I)Working sessions format, & (II) Developed and delivered break-out sessions to implement measurable and sustainable improvements.
Leadership Development & Coaching
Employed leadership development strategies to deliver coaching to mid-level managers and emerging agency leaders with high potential, who are at varying stages of performance.
•Delivered leadership development coaching by facilitating individualized developmental work plans involving emotional intelligence, leadership and strategic acumen, behavioral and skill growth, and action-based, utilizing a lens of exploration and reflection in order to meet each clients’ individual needs for transformation and leadership development.
•Emphasized individualized leadership skill development and personal growth, helping leaders learn to motivate and inspire individual employees and teams, communicate and work successfully across organizational layers and silos, meet executive department leadership vision, goals, and strategies, and develop individual division and department goals to support the mission and vision of the Agency.
•Transformation work involved helping leaders develop self-awareness; identify, cultivate, and capitalize on individual strengths; understand weaknesses; and leverage assessments for opportunities for growth.
•The coaching culminated an individual work plan, goals, and vision for success.
•Adekoya assisted leaders in aligning their vision, goals and work plan, along with their approach to leadership to the strategic work, expectations, and goals of each department, as set by the Operations Executive Leadership, and the Agency.
•Provided individualized coaching to help leaders reflect, measure and report on their effectiveness, work plan milestones, and overall success.
Project Lifecycle Management, Process Monitoring, & Cost Controls
Employed Six Sigma methodologies and project management tools to implement a sustainable process for vendor selection and compliance with a client’s cost saving initiatives; realizing ~$2.5M of ROI. Business Case Development, Problem Statement, Project Team (Globally), Weekly Meetings and Milestones, Opportunity (CTQ Definition), Unit of Measure, Scope Boundaries, and Output Efficiency
Defined AS-IS process to identify inefficiencies. Measurement system assessment for data accuracy. Varying X’s input analyses for causation and correlation. Development of new “TO-BE” process charts and solution implementation, and FMEA application for controls. Established control measurement processes for continuous improvement, and to correct future deviations
Marketing Material, Graphic & Web Site Design & Development
Created Marketing Materials (Brochure & Business Cards), Graphic (Logo) & Web Site Design & Development for a local General Contractor to drive visibility and increase customer base Zacharymsllc.com
WA DES (Department of Enterprise Services)
We are on 5 Washington State DES Contracts Disciplines:
• 01215 – Lean Consulting Services
• 05914 – Organizational Development Consulting Services
• 06914 – Management Analysis Consulting Services
• 06915 – Strategic Business Analysis Consulting Services
• 08215 – IT Professional Services Consulting
KING COUNTY DEPARTMENT OF EXECUTIVE SERVICES
We are on a contract to provide Lean Six Sigma Consulting Services to The King County Department of Executive Services, its partners and other project initiators.
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