Case StudiesFull Client List
 
     Goal The need that BT originally identified was that firstly they wanted to improve customer satisfaction at their call centres and interaction. They wanted to capture the experience and opinions of the people in the call centres about what was causing customer satisfaction to be lower than they wanted (or dissatisfaction to be higher than they wanted). What we did We showed BT a process that would enable them to go out and talk to potentially all the people at the call centres in a way that was quick, neat, assured, engaging, accurate, where they had thought it was really quite difficult to do that because there were thousands of employees in BT's call centres. BT recognised that they not only needed to gather this information using our Discovery and Prioritise methods but they also needed to do something with it as well so they were very interested in our Harvest and Realise methods too. They wanted action, they wanted change. The result They liked it so much from an engaging point of view that they decided to, in a sense, buy the process by teaching some of their people do it and embedding it within their own structures. What they said BT experienced the clarity that results from our Discovery & Prioritise methods and the creativity that comes out of Harvest. They told us that Discovery & Prioritise was unique in their experience of consultants. Of Harvest, they said lots of people do creativity but what is unique about us is that we produce more ideas and better ideas than anybody else they have used. “Navisys gave us the confidence and the tools to talk to and involve our people in change” Angus Porter, MD Consumer Retail, BT Navisys Facilitators Roy Gaynor, Jeremy Gomm, Kaaren Brook and Helen Farrel TopGoal Microsoft wanted its General & Administration team to deliver changes which addressed their colleagues’ key issues and to work cross-functionally to implement change. In Microsoft, creating an environment in which great people can do their best work is a key objective. For the G&A unit, this means providing internal support services to IT, HR, Finance, Security, Medical, Catering and Office Facilities which meet that objective. What we did Navisys created a programme which enabled people to make their voice heard about change and have a delivery mechanism for it. The result Working with Navisys, cross-functional teams produced some innovative ideas, generated by employees’ priorities, which are now being integrated into on-going initiatives or developed into new projects. What they said “We can all come up with great ideas but it’s another thing actually galvanising people and getting them to deliver. That’s the value of Navisys,” said Denise Melvin, Head of Knowledge Workers. Navisys produced wonderful ideas, creative solutions and some paradigm shifts in thinking, Denise told us. Navisys Facilitators Roy Gaynor, Jeremy Gomm and Noel Austin
TopGoal Fisher Scientific UK developed a brand new business from its Navisys programme, which quickly became a significant success. What we did The idea of launching a new business was not among the objectives of the Navisys programme at Fisher Scientific UK, which was focused on improving service to customers of the company’s extensive range of laboratory products. But the quality of our conversations with Fisher’s customers revealed a wonderful opportunity to solve a difficult problem of properly disposing of waste chemicals and solids. The result Fisher teamed up with Cleanaway, the waste disposal service provider they already worked with, and created ExLab, now a flourishing new enterprise. What they said Sales & Marketing Director David Westwater said “Waste came out as a very clear No.1 issue, which was a surprise to us all. We’d become aware that waste was an issue but we had no idea of sizing it or how important it was for our customers. And the Navisys work told us who we should be targeting. Without Navisys we wouldn’t have put the significant resources behind it we did.” Navisys Facilitators Roy Gaynor and Mark Gallon
TopGoal OTIS plc asked Navisys to help their sales force to sell more (having already used Navisys to help identify and launch new products). The new product range had helped OTIS achieve sales growth of around 17% but the objective was 30% growth. What we did Navisys helped OTIS to identify the internal barriers preventing the sales team achieving its objective . . . and then to eliminate them. The result Navisys helped OTIS to increase its UK sales - by 67% - by improving customer insight and staff performance. What they said The result - not 30% but 67% year-on-year sales growth. All down to Navisys? Bill Evans was the UK Sales & Marketing Director. This is his view: “It’s very difficult to answer because I can’t quantify that. All I can say is, if we hadn’t done it the way we did, I don’t think we’d have had the results we’ve got. The fact of the matter is we did it the Navisys way and we got the result. There is a definite relationship.” Navisys Facilitators Roy Gaynor and Noel Austin
TopGoal Finnforest is Europe’s largest supplier of timber, whose products are all sold through third parties – timber merchants, d-i-y stores, timber frame manufacturers and distributors and others in the construction industry. Finnforest UK wanted to identify differentiators in its merchants channel which were not price driven and to create a bespoke instrument for on-going measurement of customer experience. What we did Navisys worked with a cross-functional team in Finnforest to understand customer priorities and develop ‘delighters’ for their customers. We facilitated Harvest creative workshops with both employees and customers to draw out effective approaches to achieve those customer ‘delighters’. The result Finnforest recognised a number of non-price differentiators which would help to broaden and strengthen customer relationships. They also recognised regional variations in customer satisfaction both with Finnforest and against their main competitors. Navisys created the bespoke measuring tool with data from the programme providing the baseline. What they said “In terms of priorities, the Navisys programme gave us a different understanding of our customers,” said Peter Tong, UK Communications and International Retail Development Manager. “Up to then it was always assumed that price, availability and product quality were always the most important factors for our customers. The Navisys analysis made a number of people think again about our priorities for development.” Peter added: “The programme produced a lot of value in the way it brought people together from different parts of the business in a constructive and highly customer focused manner. Engaging our customers directly in not just the feedback but the development process was also an unusual but very enlightening approach.” Navisys Facilitators Jeremy Gomm & Roy Gaynor
TopGoal Tony Harvey, General Manager of Central Shires*, a regional waterway within British Waterways, wanted to generate a higher level of performance from his already well-regarded senior management team. What we did Navisys director Jeremy Gomm created and delivered a team coaching programme aimed at developing a deeper understanding of the team’s individual strengths and capabilities and providing tools and processes which would help the team to perform better both as a team and individually. The result “We achieved the outcomes I was looking for and the team has benefited on a joint and personal basis,” said Tony. What they said Tony again: “I have adopted a more confident attitude in recognising our strengths in discussions with directors etc. Whilst also recognising there are areas where we still have more to do, it has given me the ability to drive an agenda forward that will change the way we work and address current pressing corporate needs. “It has given me and our team an enthusiasm to do better and given us the tools to do so. Our batteries are now fully charged!” Navisys Facilitator Jeremy Gomm *Central Shires has now merged with another regional waterway to become West Midlands Waterways. Tony Harvey was appointed General Manager and Jeremy Gomm is working with the new senior management team.
TopGoal "Traditionally, technical support for resellers meant having people available on the end of a phone to respond to a problem," said Service & Support Business Manager Terry Lumley. "We wanted to provide proactive information…With dealer forums and briefings, we had a good idea of what they thought they needed and of what we could offer. But I wanted to make sure that we didn't spend money where we didn't have to and that any money spent would be in the right place."
TopGoal To improve the conversion rate between people that showed an interest in a mortgage with Abbey and those that actually took one out. What we did The Navisys Discovery and Prioritise programme looked at the whole end-to-end process from first contact at branches and call centres (from the point of view of both the branches and call centres and also the customers) to working with the specific back office support groups and its IFA intermediaries. The result We mapped out a process of actionable improvements to enable Abbey to move towards its desired states. Navisys Facilitators Roy Gaynor and Jeremy Gomm
TopGoal 3M wanted their new headquarters in Bracknell to be designed by their own people. They wished to ensure that the views and needs of employees about the design of the new working environment were fully taken into account and that people were kept informed about decisions and progress. 3M was eager to ensure that its people were openly and fully engaged in a process designed to maximise employee involvement and minimise disruption. What we did Navisys Transformation was engaged to provide the process, tools and facilitation approach aimed at achieving a great working environment in 3M’s brand new building. The result The Navisys programme guided the design and the use of space within the new building to meet the priorities of 3M’s employees. 3M project manager Pip Frankish said, “Of all the things we have done in the overall move project, the decision to use Navisys must rank at the top of the list of things we did right. We could never have done this on our own and it was shaped to fit the way we do things at 3M. It achieved everything we hoped for and more, and to a tight timetable.” What they said Pip also said “Navisys did a good job in explaining to us how we could offload all the heavy work to them and yet still be able to turn round at the end of the day and say ‘Yes, we’ve given everybody the opportunity to get involved’.” “It was very detailed work which we could never have done on our own. The Navisys ability to turn things round quickly and deal with all that mass of information . . . I haven’t seen that surpassed anywhere else. It’s very powerful.” Navisys Facilitators Roy Gaynor & Jeremy Gomm
TopGoal IBM introduced a Process Improvement Team, developed from the Navisys programme, to implement improvements and monitor progress. |
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