Case Studies WORKING TO DEVELOP HIGH PERFORMANCE
CULTURES AND DELIVER EXTRAORDINARY RESULTS
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MARTIN SMITH - INACCORD ASSOCIATE AND FORMER MD OF BARTLE BOGLE HEGARTY (BBH) AND CEO OF GREY WORLDWIDE
"Advertising tends to focus on engendering positive long-term relationships with brands. Of course, sales and new customers are important, but long term relationships come from and continue to build brand loyalty - a valuable asset that tends to flourish in companies that focus on delivering a great customer experience time and time again. Only in this way can success become sustainable.
Unfortunately, few organisations get it right - and that's where Inaccord comes in.
Inaccord has the people, the knowledge, the approach and the passion to help organisations achieve quantifiable and sustainable success through better customer engagement."
Peter Simpson - Inaccord Associate, former Commercial Director at First Direct and recognised leader in the world of customer experience
"It’s great to be associated with Inaccord. Quality in this space is much talked about but little in evidence and the Inaccord team has it in abundance."
The central services function of a large conglomerate had traditionally enjoyed a monopoly on the provision of services to internal customers. Recent changes meaning internal customers could now source these services externally themselves meant a major culture change, focusing on employee mind-sets, internal process, leadership and customer experience was necessary.
Inaccord worked with the corporation to identify the changes that were necessary to deliver the required culture change and customer focus, to identify the barriers to change that existed and ways to overcome and to make recommendations in respect of achieving the necessary alignment to successfully deliver change.
A major UK Bank with double digit market shares in its key markets had seen negligible stock and market share growth and in some markets had experienced shrinkage. Its focus, governance and reward structures had been predominantly aligned to generating new sales – in the most part to replace business that had been lost.
By focusing on the experience provided to existing customers we improved customer retention and increased customer engagement leading to significant improvements in both stock and market share growth. We worked to improve customer processes, put in place measurement and reward processes focused on customer experience and delivered the necessary culture change to ensure success.
Inaccord worked with the HR Function of a large Government funded charitable organisation that was facing competition in its core markets and which had identified a requirement for change in respect of the way it operated. In particular, the organisation was seeking greater clarity of objectives and functional efficiency for its management.
We worked with the charity to deliver a series of workshops focused on providing management with the tools and the insights to enable them to perform more effectively. We also worked closely with internal functions to ensure that the service they provided to internal customers were relevant and appropriate to helping the organisation deliver its strategy and meet its goals and targets.
Working with a large UK utility provider, Inaccord worked with internal service departments to help them move towards a business partnering model that would add greater value to the organisation as a whole.
We worked with service providers to help shift mind-sets and change culture to deliver an operating model that involved closer integration with the business as a whole and a more proactive and inclusive way of working. In doing so, the service functions were able to add greater value to the business and both employee engagement and the quality of service provided improved.
We worked with a major UK building society during the period leading up to its merger with a large UK bank to ensure the operational and cultural integration was optimised to minimise any disruptions to business and to ensure that the benefits resulting from the merger were realised.
Working with employees from both organisations, we worked to ensure that harmonisation was achieved and business continuity existed. We also worked to minimise any negative impact on customer experience and on communicating benefits to both employees and customers alike.
Inaccord worked with a major US life assurance company to help position a new protection product appropriately in the UK market. We carried out a full audit and assessment of the product in the context of the UK market and recommended the most appropriate routes to market by focusing on customer requirements in the context of the competitive landscape.
We also came up with recommendations in terms of the best way to position the product, the promotional and PR routes to adopt and the most appropriate ways to engage with potential re-sellers in terms of their cultures, mind-sets and likely drivers of adoption.
We worked with a major UK building society during the period leading up to its demutualisation and it becoming a bank, working closely with the CEO to deliver the major cultural, structural and operational change that was necessary in order to meet the requirements of the new operating environment.
As part of the change programme, we worked on the communication with employees to ensure the new operating methods were accepted and embraced and a new organisational structure that involved greater responsibility and accountability for individuals through a revised measurement and reward structure.
Inaccord worked with a UK provider of health insurance products to improve customer focused internal processes – the outcome was an improved customer experience leading to reduced complaint volumes and increased customer satisfaction.
We also worked on a programme to improve customer retention, mapping customer journeys to help the organisation to better understand where customer experience improvements could be made and quantifying the likely outcomes of making improvements in terms of commercial results.
Inaccord worked with the HR function a major UK charity to process map its recruitment, onboarding and employee management processes, with a brief to improve the service provided to employees and the efficiency of internal processes.
Through working closely with the HR function and with employees, we were able to produce detailed process maps that pinpointed precisely where improvements were required and where issues existed in terms of the employee interface. We made recommendations as to the requirements needed to deliver step-change improvements in both efficiency and employee service.
We worked with a central services of a major UK charity, we facilitated a number of meetings and provided a format and an approach to help the function become more inclusive within the organisation as a whole and to be better placed to add value to the organisation by harnessing the skill-sets and experience it possessed to the benefit of the business.
We used employee engagement data to focus attention on potential issues that were likely to hamper progress and worked with the function to deliver a series of approaches and initiatives to help achieve desired outcomes.
Inaccord worked with a UK based charity to complete a review of its CRM system in terms of its current requirements and future strategic needs. Working with the CEO, we completed a full assessment of the charity’s current and future needs in terms of using CRM to manage its customer base effectively in order to meet its strategic objectives.
We provided insights and recommendations as to how the charity might accelerate progress to achieving its strategic goals and how it might better engage with its customers and improve the customer experience through insight, database management, communication and segmentation.
Working with the middle management of a large London NHS Trust, we provided coaching support to help them to achieve a better focus within their role in helping the Trust to achieve KPIs and to provide a better patient experience.
In doing so, we concentrated on the culture change and change in mind-sets and working practices that were required for middle management to become more effective in helping the Trust achieve its strategic objectives and provide a better service to patients.
We worked with one of the UKs largest universities to help them to move to an operating model that was best suited to optimising the level of admissions.
To do this, we worked with the internal functions that were responsible for attracting new students to the university to improve processes and operating practices and to ensure that there was an aligned focus within the teams to achieve the desired outcomes.
Working with a major UK bank, we helped them to deliver step-change improvements in call centre operations through improving customer-facing processes and the focus on customer experience and achieving the right outcomes for customers.
We delivered significant culture change through changing management mind-sets, adopting measurement and reward processes that focused on improving the customer experience and through process improvement focused both on improving efficiency and on improving the customer experience.
Inaccord Directors Tim Hadfield and Chris Byrom have led sessions for MBA students at Cranfield and Lancaster University Management Schools designed to provide practical insights into delivering change in organisations.
The module includes a number of case studies and provides practical guidance to help students to best develop change initiatives and articulate change requirements through the demonstration of benefits and by ensuring the pertinence and relevance of business cases developed to recommend change initiatives.
Working with a local borough council we identified a need for culture change to enable the council to continue to maintain the quality of service provision in the face of government funding cutbacks.
The council was also moving to a new operating model, a migration that required the support of employees if it was to be successful. By focusing on vision; communication; leadership; structure and process we helped the council to identify the necessary actions to deliver culture change successfully.