Case Study: Conveyancing Services Company
A technology company providing conveyancing services was in the process of embarking on a new phase of business growth with an aim to digitise conveyancing and home moving for consumers.
To build a digital platform that will transform the entire home moving and owning process for consumers, be that finding the right property, arranging the finance necessary to complete their house purchase, obtaining the legal support needed to complete the transaction, or selecting the insurance, utilities and other services they need to run their home.
What Our Associate Did
Audit of Existing Data, BI and Analytics Capabilities
The Associate was asked to review the current data and technology setup and deliver a data strategy and a roadmap of recommendations covering data, technology, people and processes to aid the digital transformation of the company.
Delivered a Roadmap of Using Data to Drive Digital Transformation
After reviewing the organisation’s core activities and the enablers around tech, data, skills, processes and culture, the Associate delivered a data strategy with a clear roadmap with timelines and estimated costs. The roadmap was split into three phases on ‘Now’, ‘Near’ and ‘Next’ clearly highlighting the quick-wins and commercial returns at every stage. A very collaborative process was followed where lots of interested stakeholders were interviewed and every section of the report was individually discussed with the relevant stakeholder in detail before putting the whole data strategy together.
Company’s current architecture required a lot of integration and technology changes to make it fit for the digital transformation. The Associate led key recommendations on system architectural changes along with recommendations for on premise and cloud architecture. A connected architecture framework was proposed which consisted of multiple interconnected systems.
Re-skilled the Data Teams
Creation of a Data Centre of Excellence was recommended along with bringing in a strong leader with data and analytics experience. Dedicated working groups and changes to organisational design for the data ops team was also suggested along with a detailed specification of the different skills-sets needed within the data team. A clear mix of in-house, outsourced, vendor partnership and consultants was proposed.
The wholesale enterprise-level change process was initiated after the delivery of the data strategy. Various critical recommendations were taken on board and implemented quickly.
- A Data Steering Group was set up for better data governance
- BI, Data Engineering and Development team was completely reshaped with lots of new skills added and existing resource re-skilled
- A new Head of Data was recruited to lead the team
- New processes of data governance were developed
- Data architecture was completely re-hauled and a new CRM vendor was selected
- A good blend of on premise and cloud data strategy helped improve agility and lower costs
- New revenue streams were uncovered
- Cultural change happened where business users took ownership of their data
- New processes were set up which allowed for quick discovery of valuable insights