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Powerful Computer



A government department failed to realise material operational efficiency and effectiveness gains following the outsourcing of an internal function. The transition resulted in staff reverting to manual processes in order to continue operating. The lack of benefits realisation, post-transition, provided an opportunity to conduct a diagnostic of the as-is process and collaboratively design a solution which delivered tangible operational outcomes


Baseline development and diagnostic: The production of a current state, end-to-end process, helped identify key players, hand-over points, tools, systems and points of departure.


Setting success criteria: Establishing key success criteria with decision makers, helped guide which points of departure to prioritise and solve.


Future state design: To-be processes were developed collaboratively to either improve, digitise or automate existing activities.


Change management and implementation: All effected staff were walked through all of the changes, trained on the new tools and process and were given user guides for future reference to ensure go live was successful.


Digitisation: A digitised online workflow solution replaced paper forms and associated manual handling.


Reduced financial risk: Data transfers between the department and external parties now takes place via an integrated and secure data transfer link, reducing the risk of any financial data manipulation.


Reduced cycle times through automation: The weekly investment transactions reconciliation process was automated, reducing the weekly investment cycle from 15 to 5 days.

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