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Business Excellence in Halcrow

Business Excellence in Halcrow. Sellafield November 2009. Contents. Background to Consulting in Halcrow Our BEM journey Building blocks What went well & what didn’t?. Business structure. The company is organised into seven domestic regions focused on five principal business groups.

riley-baldwin
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Business Excellence in Halcrow

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  1. Business Excellence in Halcrow Sellafield November 2009

  2. Contents • Background to Consulting in Halcrow • Our BEM journey • Building blocks • What went well & what didn’t?

  3. Business structure The company is organised into seven domestic regions focused on five principal business groups Main board Regions Business groups United Kingdom NorthAmerica Water Property Middle East Asia Pacific Consulting Transport Latin America Europe & Central Asia Maritime India

  4. Consulting business model PROJECTS Business processes Satisfied staff Staff Knowledge management Training Capital Project management BEM Profit Client Relationship management Resources/ Supply chain Better Bidding Customer value INPUTS OUTPUTS BUSINESS PROCESSES

  5. Planning and Economics Consulting Services

  6. The places we work Headquartered in the UK, Halcrow has a total of 61 permanent offices - 29 in Britain and further 32 elsewhere in the world. The company is currently undertaking commissions in over 70 different countries Slide 2 01-09-03

  7. Our BEM Journey….. • Used the BEM since 2001 • Considered external assessment Group-wide in 2003 but too large and complex a task • Halcrow Group focuses on facilitating individual elements of the BEM processes (SRD, staff survey, IIP, HGBS, etc) • Consulting began to use BEM in 2004 to improve our performance and influence the way CBG and Halcrow Group does business • Internal assessments in Consulting in 2005 & 2006 • External assessment in 2007 – scores >400 • External assessment in 2008 – WINNER! • Advised clients such as Alstom; Go-ahead Group; Keolis; DfT Rail

  8. The Starting Point: Engaged people ...oh no...not another ******* initiative! Why bother? Let’s go through the motions to keep management happy! What’s wrong with how we’ve always done things? New fangled spin for common sense

  9. Engagement 1: Link BEM to our vision SPIRIT • Successful – world class in the eyes of our clients and our people • Profitable – 8% to 10% return on net earnings • Integrated – global planning and advisory business • Respected – brand defined by added value • Inclusive – a diverse and empowered workforce playing an active role in their local communities • Talented – highly skilled, motivated people valued by our clients

  10. Engagement 2: link to business outcomes • Clients starting to use BEM • Also, other prestigious organisations • Tender documents sometimes structured around BEM • Need to align with clients

  11. Engagement 3: present the evidence >Twice as good!

  12. The Basic Building Blocks: Results • Staff survey • Client survey • Three years’ of key performance data

  13. More elaborate building blocks: Process • Clarity on key processes • A process framework into which other processes are integrated • An approach to CSR • ‘Corporate ‘DNA’ covering values, vision, etc

  14. Essential Evidence • A strategy • …that you have followed • ….ideally with some demonstrable success • Benchmarking: you against competitors/others • Partnerships with have been built and have delivered something • 3 years of data

  15. EG: UK 2008 client survey results summary Ahead of best competitor in 9 of 10 factors

  16. Making it all hang together: RADAR MORE LIKELY TO HAVE • There’s the theory (Approach) • You have actually implemented it (Deployment) • And you have evidence to back this up (Results) • You have assessed whether it is working (Assessment) • You have reviewed the results and made changes where necessary (Review) LESS LIKELY TO HAVE

  17. What went right • Senior team engaged at early stage • Core message: ‘do this because our clients expect it’…helped • Client survey and staff survey in place well in advance (since 2002) • We communicated regularly with staff through training, presentations and newsletters • We engaged with clients and have built up a new service line

  18. What did not go so well? • We did not really understand how or why our processes operated until quite late in the journey • We never got to grips with CSR (Society Results) • We would have benefited from better engagement with internal stakeholders in our complex organisation • Our targets were pretty random until late in the process • Benchmarks against other organisations were poor

  19. Where we learned and improved • We now understand why process is important! • We try to monitor and review more • Our targets match our strategy much better • We put a lot more effort into communicating a vision to our staff • We now understand the difference between having an Approach and Deploying it! • We still need an effective and useful CSR policy

  20. What next? • Use the BEM to manage the business • Roll out in overseas locations • Aim for 700 points in two years’ time! • …And spread the word about the benefits of business excellence!

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