Framing the requirements for developing a customer-centric approach and service model

The issue

•With a re-focusing of the organization on energy transition and a strategic objective to grow B2C Mobility and Convenience revenue streams, the current, largely B2B, customer care service model was increasingly being asked to meet needs beyond core capabilities and capacity, putting a strain on service and cost to serve

•With limitations on internal capability, business units have chosen to outsource services, leading to a proliferation of suppliers, models and customer experiences

•No cohesive corporate narrative of the customer promise exists and the internal focus was on fixing service failings to reduce the noise within the organisation

•The need for a future-proof operating model that is aligned to the projected steep growth in the B2C customer base was recognized

•Gaining an appreciation of leading external practices in customer care delivery was considered an essential input to framing the right future state operating model 

Solution

•Current state assessment of customer care and customer centricity capabilities against a set of standard dimensions to establish current maturity and points of commonality or difference across business groups

•Established current state maturity of each business against an industry reference benchmark  

•Developed design criteria to frame a future operating model and as a reference against which to benchmark external leading practices

•Undertook competitor and cross-sector benchmarking to identify areas of Customer Care differentiation, including desktop research, expert input and interviews with Customer leaders within major organisations (both B2B and B2C).

•Defined the priority levers to drive improved customer-centricity and articulated the linkages between the dimensions 

•Developed an initial roadmap to outline how the Customer Care capability should evolve

The results

•Mobilised the senior stakeholders to want to move beyond fixing performance failings in Customer Care to evolving a business-wide Customer-centric operating model

•Delivered a customer centric maturity assessment across three representative businesses against a series of capability levers

•Multi-industry, international benchmarking exercise, highlighting customer-centricity maturity and leading practices

•Identification of priority levers to increase customer centricity maturity and approach options to achieve a viable system model

•Development of a roadmap to move beyond operational fixes to a strategically customer centric approach 

Curzon consulting mca finalist 2019

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2022 MCA Awards finalist

23rd May 20225 Minutes

We are delighted to announce that we are a finalist, in the 2022 #MCAAwards @TheMCA_UK, representing the very best of our consulting business.

Established by the Management Consultancies Association, the #MCAAwards demonstrate the transformational work the sector has undertaken during the last challenging twelve months.

This remarkable achievement marks the eighth consecutive year that Curzon Consulting has been a finalist at these prestigious awards.

Commercial Impact: Procurement Transformation Programme with Ramsay Health Care UK

Ramsay Group operates a global network of 530+ healthcare facilities across 11 countries.

The pandemic exposed an over-reliance on a ‘single’ income source. With all elective activity (e.g., joint replacements, cataracts), the primary income source, halted overnight, but a high fixed cost base remained.

As a response, Ramsay UK embarked on an ambitious growth & efficiency programme. Curzon was engaged to design and deliver a Procurement Transformation programme.

Over 9 months, we took a pragmatic, agile and “together” approach to accelerate benefit delivery, particularly in high spend / high complex clinical spend categories.

By assessing the existing PO against a methodical and objective review against 8 dimensions we highlighted several data-driven insights; fundamentally, the PO only managed 44% of total spend; hence lack of PO involvement resulted in suboptimal category /supplier management and savings delivery.

Improvement opportunities were incorporated into the design of the new Procurement Organisation.

Our methodology was specifically adapted to address demand-side cost optimisation levers.

Through a deep dive into orthopaedics, a key benefit delivered in Orthopaedics came from ensuring the Surgeon selected the appropriate implant system (metal or ceramic) to match the patient’s profile (e.g., age, gender).

A well-established norm in Orthopaedics is to routinely implant, high quality, lower-cost metal vs. ceramic hip systems into >70-year-old patients. Our analysis showed Surgeons at Ramsay UK implanted costly ceramic hip systems in 33% of >70-year-old NHS patients. The NHS reimbursement for a complete hip replacement is fixed, so every incremental switch from ceramic to metal impacted the bottom line.

Surgeons had little comprehension of how their hip selection decisions impacted Ramsay UK’s profitability.  Our insights directly influenced the Orthopaedic Steering Group’s new policy which required Surgeons to utilise lower-cost metal hip systems in older NHS patients.

Curzon established an open, trusted, and collaborative way of working with the Ramsay team, and by adopting a “one team” approach with the PO we ensured everyone involved with the procurement transformation owned the outcome and maximised the benefits from knowledge transfer during Wave 1.

Fundamentally a key part of the relationship was to ensure recommendations on cost improvement would not compromise clinical outcomes and patient satisfaction.

Wave 1 has delivered £multi-millions in incremental annualised savings. In addition, the savings have translated into several £100 million worth of shareholder value.

Commenting on the success – Ramsay Health’s CFO Peter Allen said:

“Curzon helped us obtain the confidence and operational ‘can-do’ to drive incremental savings sooner than we could have expected, and then to push on to best practice performance.

Their skill was in balancing pace of change and the results imperative with the need to take the organisation with them on the journey.  A key achievement was building the necessary collaboration between the many functions that needed to act together to drive benefits in complex clinical spend categories.

Curzon’s strong analytical expertise, and ability help us to take a critical view on the “art of the possible” and bring the team along on the journey to demonstrate benefits delivery was a critical success factor.

The result was a tangible and ongoing commercial win, and a new Procurement Organisation to drive cost leadership, profitability and sustainability going forward”

A massive congratulations to the Curzon Consulting team and Ramsay Health Care UK and the other finalists.

The #MCAAwards will be announced and presented in November, so watch this space!

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UK’s Leading Management Consultants 2022

28th January 20221 Minutes

We are delighted to have been recognised for the fifth consecutive year as one the ‘UK’s Leading Management Consultants 2022’ by the Financial Times.   

Recommended across 8 categories and with our first Gold Award, the annual rating, compiled with data company Statista is based on endorsements by clients and peers and demonstrates our consistent year on year sector and service line growth.

Consulting companies are awarded Bronze (recommended), Silver (frequently recommended) or Gold (very frequently recommended).

Sectoral expertise

  • Construction & Infrastructure – Gold
  • Financial Services – Silver
  • Public & Social Sector – Silver
  • Healthcare – Bronze

Consulting services

  • Digital Transformation – Silver
  • Operations & Supply Chain – Silver
  • Strategy – Silver
  • Sustainability – Bronze

Managing Partner Andrew Morgan said

We are absolutely delighted to see the continued progression of Curzon, competing alongside some major consulting brands.  I am so proud of the team, and this emphasises their commitment and dedication to deliver tangible results for our clients in a range of markets through strategic, operational and transformation delivery.

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Congratulations to Our 2021 MCA Awards finalists

24th May 20218 Minutes

We are delighted to announce that Curzon Consulting are finalists in 2 categories of the Management Consulting Awards 2021, representing the very best of our consulting business.

Established by the Management Consultancies Association, the #MCAAwards demonstrate the transformational work the sector has undertaken during the last challenging twelve months.

2021 marks the seventh consecutive year that Curzon Consulting has been finalists at the prestigious awards. 

Commercial Excellence

Curzon with AIG – ‘Back to Life’ – Fast-Tracking to Leadership in Customer & Profit Retention

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After a period of impressive top-line growth, AIG Life’s leadership now concentrated on driving for profitability on a US GAAP basis.  Working with Curzon to isolate what could best deliver profit uplift, we zoomed in on a stubbornly un-moving customer persistency rate and recognised that every 1% point of lapse averted would yield significant and multiplicative profit gains.  

Curzon was engaged on an ambitious programme to rapidly get control of lapse and release commercial benefit, and to build the capability to achieve best practice retention management.  This was an enormous challenge given the starting point: no set persistency strategy, an absence of key lapse analytics, retention not owned or resourced in the organisation, and a lack of lapse prevention and turnaround processes.   

Over 11 months through 2019, we took a pragmatic, agile, and ‘together’ approach to accelerate to retention excellence, securing the organisation’s buy-in to what it would take to get there, and quickly demonstrating the commercial, operational and customer benefits of joined-up retention management.  Curzon enabled the new cross-functional working essential for success, and gave the business the structures and confidence to operate highly effective preventative and save processes – internally and leveraging external partners.  

Among the prime watershed moments were revealing how:

  • a shift in distribution mix from advised face-to-face to telesales had created a hitherto unseen problem of drop-out inside first 3 months
  • customer communications from welcome onwards needed to explain clearly the personal value of life insurance, and how holding it ensures financial provision for those you love
  • rather than automatically cancelling customers on request, customer service had a responsibility to engage them before they make a potentially uninformed decision 

When the business took the reins 3 months after improvements were implemented, lapse rate had been reduced to the best practice % mark on a run-rate basis and incremental revenue and profit benefit unlock was exceeding our original target.  This translated annualised into 5-figure policy saves and a cumulative £multi-million gain in Pre-Tax Operating Income by 2023.  The business had taken ownership of a new retention management function, with a new Lapse MI suite providing the predictive insights to continually optimise retention.  Beyond achieving the agreed objectives, the work also led to complementary projects including work to minimise drop-out in the Bank partnership sales channel. 

Commenting on the success, AIG Life CFO Donald MacLean said: 

“Curzon helped us obtain the confidence and operational ‘can-do’ to get control of lapse sooner than we could have expected, and then to push on to best practice performance. 

As always, their skill was in balancing pace of change and the results imperative with the need to take the organisation with them on the journey.  A key achievement was building the necessary collaboration between the many functions that needed to act together to manage retention in a joined-up way.  

The result was a tangible and ongoing commercial win, and a vital new balance struck between sales and retention for business profitability and sustainability”

People

Curzon with Highways England – ‘Project Performance Accelerator – Enhancing delivery capabilities through innovative approaches and working relationships to achieve HE delivery goals

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Project Performance Accelerator (PPA) was designed to develop and implement a delivery mechanism for Highways England’s (HE) overarching Business Transformation Programme, addressing inconsistent levels of capability throughout HE’s Project Management community and developing highly skilled project delivery teams. Overall, HE’s three main Major Project programmes account for 80 projects worth more than £23bn, each being delivered by a supply chain or contractor led by a Project Management team.

PPA’s leader Steph Illingworth engaged Curzon to interpret and structure her Vision of the PPA Programme into clear deliverables, shaping the fundamentals. There was consensus on cultural flaws and ineffective ways of working. Revealing a deeply siloed organisation with multiple departments or technical areas that lacked collaboration or a holistic view of the primary objectives and deliverables: projects were not executed on time and within budget, nor maximising benefits and social value. Also, capability development and training programmes were too theoretical and onerous, focusing on processes and systems rather than people, impacting the overall project success.

Focusing on performance management, capability development, project control capability and enhancing commercial acumen, the PPA Programme included two outputs as the medium for change: An Immersive Learning Experience and Digital Project Management Guidebook.

The Immersive Learning experience was designed to disrupt the way programmes are delivered. The Digital Project Management Guidebook contained PM content selected through independent reviews and capability assessments. Both outputs were crafted around the project lifecycle of typical HE infrastructure projects, set to be delivered in-person over a period of 18 months. Cohorts were selected to receive a tailored experience, improve project team maturity, and provide a solid foundation for capability uplift to achieve clear learning outcomes and benefits.

At the heart of the PPA philosophy was to enable project teams to grow, enhancing ‘ways of working’ whilst bolstering project performance. These included a “working better together model”; a fundamental shift in the way individuals interact and take ownership of overlapping project aspects and problem-solving techniques. This, along with the Immersive Learning, reinforced the Programme’s success, shifting the focus from systems and processes to people.

The pandemic introduced significant challenges, necessitating the immediate conversion of the Programme from in-person workshops to a virtual setting. The team adapted structures and materials, incorporating a variety of software suites to enhance the learner experience. Frequent interaction and close collaboration with the internal and senior stakeholders were critical to maintaining speed and delivery, adopting a fail-fast, fix fast approach to syllabus creation

The consulting team could interpret the client’s vision into a clear pathway, support and enhance the design to become one of the most successful transformation project delivered in HE.

The Digital Project Management Guidebook launched in August 2020 via four interactive webinars to c.300 employees have now received over 1,000 unique viewers. A modified deployment strategy was adopted in light of the pandemic, redesigned as a remote Immersive Learning Experience. However, over 5,049 hours of remote learning have been received by 100 staff through 9 project teams, enhancing teams’ capability with a combined portfolio value greater than £3.3bn.

Congratulations to all of the other finalists.

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UK’s Leading Management Consultants 2021

18th February 20211 Minutes

Ranked in the Top 20 of the UK’s consulting firms, we are delighted to have been recognised for the third consecutive year as one of the ‘UK’s Leading Management Consultants 2021’ by the Financial Times.   

Recommended in seven categories compiled with data company Statista, the annual rating is based on endorsements by clients and peers and demonstrates our steady consistent year on year sector & service line growth.

Consulting companies are awarded Bronze (recommended), Silver (frequently recommended) or Gold (very frequently recommended).

Sectoral expertise

  • Construction & Infrastructure – Silver
  • Financial Services – Bronze
  • Healthcare – Bronze
  • Public & Social Sector – Bronze

Consulting services

  • Digital Transformation – Bronze
  • Operations & Supply Chain – Bronze
  • Strategy – Silver

Managing Partner Andrew Morgan said

We are thrilled to see the continued progression of the firm, competing alongside some major consulting brands.  I am really proud of the team and this reinforces their dedication to deliver tangible results for our clients in a range of markets through strategic, operational and transformational delivery.

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Curzon supports public sector as G-Cloud 12 supplier

29th September 20202 Minutes

Curzon Consulting is delighted to have been awarded a place on G-Cloud 12 framework. We provide five key cloud-related services to the public sector:

Business Transformation

Curzon Consulting delivers transformation and step-change capability improvement. Our services help clients translate strategic imperatives into realised benefits.

Digital Transformation

We help organisations to explore and exploit technology and innovation, including cloud-based services, to improve responsiveness, resilience, effectiveness and efficiency. Our digital transformation services include evaluation of current maturity, opportunity exploration, Design Thinking to reimagine the way work is done, bespoke applications, and implementation planning and delivery of solutions.

Change Management

Curzon Consulting provides change management expertise and support to digital and cloud service migration programmes. Services include business-led interfacing with technical teams, defining governance models, organisational design and migration planning, and working with the organisation to define and deliver the process and behavioural changes required to secure the planned benefits.

Cloud Strategy

Curzon Consulting helps organisations develop winning digital and cloud strategies; robust, achievable, supported and with a clear path to implementation. Our service includes analysis of current state and maturity, opportunity landscape evaluation, articulation of priorities and benefits, and development of a cloud strategy roadmap aligned to the wider organisation direction.

Programme and Project Management Delivery

Curzon provides programme management support across the lifecycle to underpin successful deployment of digital and cloud service innovation. Services include business requirements framing, governance, implementation delivery management and assurance, and corrective action intervention. We apply a business-outcome approach, maintaining focus on achieving and sustaining delivery of the stated benefits.

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case studies

Digital productivity management in infrastructure

17th July 2020

The full package: digitising productivity management in infrastructure delivery

Infrastructure owners and construction companies are selecting or developing, and then seeking accelerated implementation and scaling of, their preferred digital productivity management tool(s).

In consideration of the current economic climate, the critical role that Infrastructure investment is set to play in boosting growth has been amplified.

In light of these two factors, it does not feel as though there could be a better time to suggest that if we are going to do the whole ‘digital productivity thing’ in infrastructure and construction… we should do it properly. So, what does ‘doing it properly’ mean? It means that it is time to assess the full spectrum of construction-site productivity management capability areas that can be enhanced through the new or improved application of digital tools. We need the full package.

Unlocking greater efficiencies through digital

Digital enablement has revolutionised productivity and the definition of efficiency norms in other industries. Most notably in Manufacturing industries such as Fast-moving consumer goods (FMCG) where market leaders such as Unilever have reduced material factory waste by more than 40% by digitally enabling end-to-end quality management. (Source: World Economic Forum, How manufacturing can thrive in a digital world and lead a sustainable revolution, January 2020)

Similarly, by 2025 the digital enablement of Logistics has the potential to reduce global carbon emissions by 11%. (Source: World Economic Forum, Digital Transformation of Industries Demystifying Digital and Securing $100 Trillion for Society and Industry by 2025, January 2016) A powerful endorsement of advanced productivity management tools.

The Agriculture industry presents further evidence. Here, as an example, data gathering and historical analysis data-driven decision-making tools are having a transformative impact on crop productivity.

Productivity management in infrastructure however is often driven by manual cost and performance benchmarking processes. Some efficiency gains have been achieved through the successful adoption of Lean methodologies. But the meaningful use of digital tools that enable higher productivity rates will be key to unlocking much greater efficiencies in the construction phases of infrastructure programmes.

There is an entire spectrum of construction site productivity management capability areas that can be enhanced through the application of digital tools. These can be broadly placed into three categories:

  1. Planning and Collaboration: Ensuring the feasibility of planned activities and improving communications between the site and site-office
  2. Data gathering: Gathering data on the work accomplished on-site to feed performance/progress metrics
  3. Data-driven analytics: Collecting historical productivity data on-site to feed data-driven decision making

In pursuit of significant improvement

Organisations tend to focus on the independent application of a discrete digital tool to enable productivity. Most often this means dedicating themselves to a data gathering tool for the purpose of productivity tracking. However, in the pursuit of significant efficiencies it is not sufficient to introduce digitally enabled capability to just one area of the productivity management spectrum. For infrastructure delivery, at the construction site level, a suite of digital tools covering the full range of capabilities (outlined at a high level by the three categories above) is required. Many of the more recently developed tools incorporate data as a service (DaaS) offerings but there is the opportunity to go further. Attributes for productivity information gathered, processed and analysed should adhere to the standards set by data and information frameworks being built by infrastructure owners.

For data generated by any suite of tools, there is the opportunity to actively inform cost and performance benchmarks and subsequently productivity norms for the delivery of work. This applies within the integrated environment for information that programmes, alliances or organisation level data frameworks house.

So how to decide on which digital productivity management tools to work with?

Whether through in-house development or accessing solutions already in play, several factors should be considered, including but certainly not limited to:

  • Ease of implementation
  • Supply chain buy-in
  • Scalability across multiple construction disciplines

Prioritisation frameworks can be designed and applied to rapidly assess an entire landscape of digital productivity management solutions, thoroughly reviewing each through the lenses of standard attributes.

Digital productivity done properly

Individual tools applied in isolation in areas such as productivity tracking can offer benefits. But there is an entire spectrum of on-site productivity management capability that can be enhanced through the application of digital tools. These benefits can be amplified through alignment with the principles for data defined by information frameworks being developed by infrastructure owners. Other industries are demonstrating the scale of productivity benefits available through digital enablement. These are most notable where a complete end-to-end process approach is adopted.

So, if we are going to do the whole ‘digital productivity thing’ in infrastructure and construction… we should do it properly.

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HR organisation

Building organisational capability to drive rapid performance improvement

The issue

  • Curzon Consulting were initially engaged to define the programme efficiencies of a public body with a target of £302m for the current investment period
  • Alignment of financial targets and scope at scheme level enabled us to provide assurance that the programme will succeed
  • It also revealed that there were some critical underlying issues around people and processes that needed practical solutions
  • Project configuration and change control were not historically managed well across the programme; project baselines were not agreed/recognised, and redesign often occurred
  • There was an embedded Process Compliance culture. People were more concerned on outputs and checklist completion than project outcomes and performance
  • There was inconsistency in capabilities and performance among the PM community. Projects seemed to follow contractor’s agenda rather than the client’s
  • Project and programme performance was poor and in general all projects were over budget and running behind schedule, costing millions to the Programme

What we did

  • Assessment of the management capability to implement change and mobilise the workforce
  • Analysis and prioritisation of the project management capability gaps for current and future operating model
  • Project lifecycle process mapping to understand gaps, levers and weak points
  • Communication of spend profiles to focus on project high cost and critical path activities
  • Reinforcement of the role of the PM in the operating model and the support available from specialist functions
  • Development of an on-the-job training approach to deliver immediate results and simultaneously start to address the capability challenges for long term results
  • Focus on people behaviours around process adherence and promote and install an intense focus on project performance to achieve the Programme’s objectives
  • Set performance indicators that were aligned towards outcomes, rather than outputs, to bring performance visibility

HR organisation

The results

  • Established a holistic view for an integrated project configuration and control framework. Programme has visibility on project progress and Project Manager development
  • Increased alignment to project configuration and adherence to the baseline
  • Created and installed a clear set of impactful project cost, schedule and risk related metrics. These are now being used for project performance management
  • Improved forecast stability and reduced risk exposure

Curzon consulting mca finalist 2019

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transport case study Curzon Consultin

Evaluating structural entity options for a new arm of government transport body

The issue

  • Embryonic consulting business established one year ago by a local government body responsible for transport, to monetise and deploy in-house specialist experience
  • Consulting business deeply embedded in one of the organisation’s existing holding companies
  • Business had not yet established the appropriate frameworks for managing revenue, project delivery, Intellectual Property and assets
  • The client wanted to review the optimal entity structure for its Consulting business in order to better drive commerciality
  • Strong desire to set up the Consulting business using an entity structure that fostered commerciality and leveraged in-house resources in the most optimal way
  • Clear focus on building a profitable revenue funnel, self-financed growth, better IP and asset monetization, capitalisation on tax benefits, simplified and robust governance and transparent risk management
  • Aim to start competing for, or partnering with big organisations to, deliver Advisory, IP and Operations & Maintenance contracts

What we did

  • Conducted an exhaustive benchmarking exercise to provide the client with insights into how other service utility organisations have established successful Consulting businesses
  • Defined a robust set of design principles and considerations for reference throughout the operating model design exercise
  • Identified and shortlisted a set of structural options following a complete option evaluation in terms of feasibility and suitability
  • Conducted end-to-end scenario testing, using carefully selected in-flight example bids, across the shortlisted structural options
  • Refined the final structural model based on outputs of the scenario testing, for proposing to the client’s Finance Committee.

transport case study Curzon Consultin

The results

  • A benchmarking report, providing a crystallised view of the comparator landscape, including assessment of comparator suitability, and a summary of key insights and recommendations
  • A report outlining the full assessment of entity options against a set of robust criteria and the rationale for down-selection
  • A recommended structural model, clearly outlining three distinct entity options catering to the distinct requirements of each activity stream
  • A high-level timeline illustrating implementation options and a trajectory of maturity
  • A concise, crisp report containing key messaging for the Client to socialise to key stakeholders in order to secure Board approval

An award-winning team

Curzon consulting mca finalist 2019

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