Enterprise Operations Transformation
An organisation that had grown faster than the systems it was built on, where every branch had quietly invented its own way of working.
- Sector
- Multi-branch services organisation
- Scope
- Process redesign · Systems architecture · Phased rollout
Expansion had happened branch by branch, and each one had adapted the process to fit what its tools allowed. The result was an organisation that looked unified on the org chart and behaved like several separate companies in practice. Head office could not compare performance between branches, because no two branches recorded the same event the same way.
We began with discovery rather than design — sitting with the teams in several branches and documenting what actually happened, including the workarounds that never appeared in any procedure document. Those workarounds turned out to be the most valuable finding: each one marked a place where the official process had failed to describe real work.
What we built.
- 01A single documented operating process, reconciled from how branches actually worked rather than imposed from head office
- 02A consolidated systems architecture replacing branch-level tooling divergence
- 03Standardised master data so the same event is recorded identically everywhere
- 04A phased rollout, branch by branch, with each phase stabilised before the next began
- 05Reporting rebuilt on the standardised data, giving head office genuine comparability
- Branches operate on one documented process instead of several undocumented ones
- Performance is genuinely comparable across locations for the first time
- Manual consolidation at head office was substantially reduced
- New branches onboard against a defined standard rather than inventing one
Related services
All work
- Distribution and logistics
Business Systems Integration
Three systems that each held part of the truth about an order, and no reliable way to assemble the whole.
View the case - Manufacturing
ERP Process Optimisation
A capable ERP that the business had quietly stopped using for its most important process.
View the case - Professional services
Data & Reporting Transformation
Reporting that took three days to assemble, and that the leadership team had stopped believing.
View the case
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