Business Excellence at Halcrow


Published on

Presentation on Halcrow Consulting\’s journey to Business Excellence: World Quality Day, Sellafield, Nov 2009

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Enter the name of your presentation, sub title and the date. Text should be Arial 24pt Bold for the main title. Subtitles are in Arial 18pt Bold. Font colour should be white.
  • Business Excellence at Halcrow

    1. 1. Business Excellence in Halcrow Sellafield November 2009
    2. 2. Contents <ul><li>Background to Consulting in Halcrow </li></ul><ul><li>Our BEM journey </li></ul><ul><li>Building blocks </li></ul><ul><li>What went well & what didn’t? </li></ul>
    3. 3. Business structure Latin America Europe & Central Asia Middle East North America Asia Pacific Regions Main board United Kingdom Consulting Property Transport Water Business groups India The company is organised into seven domestic regions focused on five principal business groups Maritime
    4. 4. Consulting business model Staff Capital Resources/ Supply chain Satisfied staff Profit Customer value Client Relationship management Better Bidding Project management BEM Knowledge management Training Business processes INPUTS OUTPUTS BUSINESS PROCESSES PROJECTS
    5. 5. Planning and Economics Consulting Services
    6. 6. The places we work Slide 2 01-09-03 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
    7. 7. Our BEM Journey….. <ul><li>Used the BEM since 2001 </li></ul><ul><li>Considered external assessment Group-wide in 2003 but too large and complex a task </li></ul><ul><li>Halcrow Group focuses on facilitating individual elements of the BEM processes (SRD, staff survey, IIP, HGBS, etc) </li></ul><ul><li>Consulting began to use BEM in 2004 to improve our performance and influence the way CBG and Halcrow Group does business </li></ul><ul><li>Internal assessments in Consulting in 2005 & 2006 </li></ul><ul><li>External assessment in 2007 – scores >400 </li></ul><ul><li>External assessment in 2008 – WINNER! </li></ul><ul><li>Advised clients such as Alstom; Go-ahead Group; Keolis; DfT Rail </li></ul>
    8. 8. The Starting Point: Engaged people ...oh no...not another ******* initiative! Why bother? Let’s go through the motions to keep management happy! New fangled spin for common sense What’s wrong with how we’ve always done things?
    9. 9. Engagement 1: Link BEM to our vision <ul><li>SPIRIT </li></ul><ul><li>S uccessful – world class in the eyes of our clients and our people </li></ul><ul><li>P rofitable – 8% to 10% return on net earnings </li></ul><ul><li>I ntegrated – global planning and advisory business </li></ul><ul><li>R espected – brand defined by added value </li></ul><ul><li>I nclusive – a diverse and empowered workforce playing an active role in their local communities </li></ul><ul><li>T alented – highly skilled, motivated people valued by our clients </li></ul>
    10. 10. Engagement 2: link to business outcomes <ul><li>Clients starting to use BEM </li></ul><ul><li>Also, other prestigious organisations </li></ul><ul><li>Tender documents sometimes structured around BEM </li></ul><ul><li>Need to align with clients </li></ul>
    11. 11. Engagement 3: present the evidence >Twice as good!
    12. 12. The Basic Building Blocks: Results <ul><li>Staff survey </li></ul><ul><li>Client survey </li></ul><ul><li>Three years’ of key performance data </li></ul>
    13. 13. More elaborate building blocks: Process <ul><li>Clarity on key processes </li></ul><ul><li>A process framework into which other processes are integrated </li></ul><ul><li>An approach to CSR </li></ul><ul><li>‘ Corporate ‘DNA’ covering values, vision, etc </li></ul>
    14. 14. Essential Evidence <ul><li>A strategy </li></ul><ul><li>… that you have followed </li></ul><ul><li>… .ideally with some demonstrable success </li></ul><ul><li>Benchmarking: you against competitors/others </li></ul><ul><li>Partnerships with have been built and have delivered something </li></ul><ul><li>3 years of data </li></ul>
    15. 15. EG: UK 2008 client survey results summary Ahead of best competitor in 9 of 10 factors
    16. 16. Making it all hang together: RADAR <ul><li>There’s the theory ( Approach ) </li></ul><ul><ul><li>You have actually implemented it ( Deployment ) </li></ul></ul><ul><ul><ul><li>And you have evidence to back this up ( Results ) </li></ul></ul></ul><ul><ul><ul><ul><li>You have assessed whether it is working ( Assessment ) </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>You have reviewed the results and made changes where necessary ( Review ) </li></ul></ul></ul></ul></ul>LESS LIKELY TO HAVE MORE LIKELY TO HAVE
    17. 17. What went right <ul><li>Senior team engaged at early stage </li></ul><ul><li>Core message: ‘do this because our clients expect it’…helped </li></ul><ul><li>Client survey and staff survey in place well in advance (since 2002) </li></ul><ul><li>We communicated regularly with staff through training, presentations and newsletters </li></ul><ul><li>We engaged with clients and have built up a new service line </li></ul>
    18. 18. What did not go so well? <ul><li>We did not really understand how or why our processes operated until quite late in the journey </li></ul><ul><li>We never got to grips with CSR (Society Results) </li></ul><ul><li>We would have benefited from better engagement with internal stakeholders in our complex organisation </li></ul><ul><li>Our targets were pretty random until late in the process </li></ul><ul><li>Benchmarks against other organisations were poor </li></ul>
    19. 19. Where we learned and improved <ul><li>We now understand why process is important! </li></ul><ul><li>We try to monitor and review more </li></ul><ul><li>Our targets match our strategy much better </li></ul><ul><li>We put a lot more effort into communicating a vision to our staff </li></ul><ul><li>We now understand the difference between having an Approach and Deploying it! </li></ul><ul><li>We still need an effective and useful CSR policy </li></ul>
    20. 20. What next? <ul><li>Use the BEM to manage the business </li></ul><ul><li>Roll out in overseas locations </li></ul><ul><li>Aim for 700 points in two years’ time! </li></ul><ul><li>…And spread the word about the benefits of business excellence! </li></ul>