Global Consumer Credit Organisation
This business is a world leader in consumer credit reporting and global information services. The company is headquartered in Europe and serves more than a billion customers across the globe, offering credit evaluation services to both individual consumers and businesses.
The company required a new service operating model. This was to include a Service Desk offering which would be created with global teams, in order to enhance the breadth of the company’s offering for clients around the world. The focus was to ensure the service was ‘rightshored’ in terms of skills and capabilities regardless of location. To complete this, multiple departments and teams required transitioning and adapting, with a high number of projects needing to be carried out simultaneously.
What Our Associate Did
Initial review and forecasting
The Associate began the project by reviewing the company’s existing service model and associated cost base, analysing all the potential requirements and assessing deliverables. This process was overseen by the Associate for the live operations service function, working closely with the relevant teams throughout. The market was assessed for options and narrowed down to appropriate choices for the business.
Tender and vendor selection
After reviewing the existing model and devising a plan for global expansion, the Associate worked collaboratively with the business to take the work out to tender. This began with an initial pool of nine vendors, which was then whittled down to two, all according to the needs, preferences and requirements of the business. These vendors were based all over the world, and the Associate visited key locations to carry out the necessary due diligence to make the right choice for the business.
Transition and management
A statement of works was designed and actioned, to give clarity on who was responsible for each area of the project and subsequent service. The Associate worked to roll this out across the company to ensure it was agreed before leading the transition to the new vendor over a three-month period. During this time there was a significant amount of engagement, organisational change management and international communication that needed to take place, all of which was overseen by the Associate on behalf of the business.
Integration of the new system
One of the key aspects of the transition was making sure that all existing internal teams were managed and communicated with throughout the process. The Associate worked to gain a full understanding of the current and potential workload, managing it throughout. The goal was to implement a seamless transition to a new service model blended across multiple organisations, including a new Service Desk, with a ‘one organisation’ ethos across teams. Following the completion of the the transition and initial set-up, the Associate took the responsibility for continuing to deliver the strategic direction and and operational services, leading enhanced organisational works to make the development as seamless as possible for the company.
By the end of the project, the Associate had overseen the founding and set-up of a new global service model, including a new Service Desk for the company, based in South Africa. This service desk went on to exceed their service level agreement expectations after the transition was completed. Colleague engagement was noticeably improved following the project, and the company experienced a broader service capability coupled with significant cost savings as a result of the Associate’s work.