The Partners wanted to standardise and industrialise their business processes to support future growth and greater efficiency – and in particular to improve scheduling of their talent pool, client billing, Associate self-billing, and time & expense capture.
Working alongside Kimble, Garwood brought our proven PSA deployment methodology and toolset to ensure an efficient and successful 6 month implementation project – from foundation assessment, through iterative Sprints, integration, data migration and post go live adoption support. Central to the success was Garwood’s knowledge and understanding of the client’s business, operating ethos and values.
The client was facing challenges with the performance of the business, had inconsistent business processes and practices across geographies, and lacked comparable performance data and KPIs. They had implemented the Kimble PSA 2 years previously but it was being used inconsistently and information was of little value, and not being used.
Garwood assessed the existing Operating model and capabilities against industry best practice and benchmarks, identified actions for improvement, formulated a pragmatic deployment programme and then supported the first phases of implementation across the 19 countries.
Key to the success was Garwood’s Directors track record and first hand practical experience of leading and driving the performance of large multi-national consulting firms. We also brought unique insight on how to implement the Kimble PSA to deliver business results.
The challenge was exacerbated by a lack of central visibility of demand, ad hoc data being held in multiple spread sheets, and managers who were protecting their key people. Senior managers were also spending too much time in internal teams and not enough time with clients, so business opportunities were being lost.
To help solve these challenges we supported the development of a new, best-practice resourcing process for the UK, aligned to the evolving organisation structure.
The new model improved forecasting, by bringing all data up-to-date and in one to place. It made the company more efficient, by reducing human error, the need for contractors, the time assigning resource, and the time manually creating reports. And it improved employee morale, because everyone was more aware of projects in the pipeline and what that meant for their own day to day work.