Our client was a not for profit organisation managing and maintaining a property stock of circa 9,000 properties in South West London. Customer, property and financial data were held in multiple systems, at varying levels of data quality. Key business processes were being conducted manually with some data held on hard drives or in hard copy only.
With a strategic objective to digitise their core operations and make it easier for customers to do business with them, our client needed to resolve their data issues before they started their digital journey in earnest. The opportunity existed to help the organisation by having an enterprise data map and improve core processes, and decide how to design, handle and share data across the business.
We provided the client with a visual overview of all its core processes. This heat map view enabled the organisation to identify key gaps in processes and data around property management processes. Our work included the following.
- Mapping out the core mission critical processes by team – giving employees the sense of how they fit into the ‘bigger picture’. • Mapping out the system landscape and data interfaces between them.
- Highlighting key risks around property processes and data.
- Developing a short-term and long-term action plan to resolve key issues around core process and data – particularly in relation to moving to single points of data entry and leveraging existing systems investments.
- Implementing some quick wins to build momentum and demonstrate potential value.
- Fundamentally, we made data beautiful and exciting, and demonstrated the importance and impact of good data on good business.
Understanding the state of their data nation helped our client to prioritise their enterprise data roadmap. This improved their data quality, input and cleansing, and thus the migration of the data to enable their digital transformation programme.
Key benefits included designing a holistic visual map of all business processes, systems, data types, teams and level of risk in the current processes to build organisation-wide understanding of the ‘bigger picture’. Quick wins were delivered across a number of processes, and long-term strategic opportunities were identified and mobilised into work streams. Operating model recommendations were made for all work streams.