Jasper & Wei Advisory Pte. Ltd.

Impact Stories

Improving IT System's Process Redesign and Adoption Rate

Context

A global organisation had embarked on a journey to standardise their HR Operations across 18 countries. Each country had their own existing systems in place. Blueprinting had failed the first time as the country leaders were not able to align on the process. Trust in the leadership team had gone down significantly, leading to countries revamping and strengthening their own internal systems. Digital transformation had taken a toll even before a system could be implemented.

Solution
  • Engaged the Senior Management team to revisit their mandate and explore what success looks like.
  • Brought clarity around issues at hand between the local country leaders and the IT team.
  • Identified and trained Change Champions across countries.
  • Arranged for stakeholders at different levels to dialogue around the new system’s “Case for Change."
  • Identified redesign process and implementation barriers.
  • Localised the ownership for the success.
Impact
  • 88% Standardisation of process across countries with 12% room for local laws.
  • Adoption rate went up from 17% to 89% in a span of 3 months.
  • Local leaders owning the success of the new system.

Sales System Challenge at an HR Solutions Firm

Context
Consultant was engaged to help a HR solutions firm with the team’s productivity issues as the sales numbers were going down. The director felt helpless and wanted to do an internal review of operations and delivery of services. The employees felt performance management of employees was inconsistent and bad behaviour was tolerated. The company culture was becoming more toxic leading to a breakdown of trust and collaboration They had a lead time of 3 months before which if they didn't turn-around the existence of the company was at stake.
Solution
  • 1-1 interviews , sensing, and diagnosing to understand the ground issues completed in two weeks.
  • Identified that performance management issues were related to the commission structure.
  • Engaged the employees through a workshop to review the past and plan for the future.
  • Redesigned the “Target Service Model” to enable performance as well as manage underperformance.
  • Outcome
    • Reorganised the commission structure to focus around collaboration.
    • Created transparency around sales targets and management of performance.
    • Training support identified and individually customised growth plan for each employee.
Impact
  • 70% employees achieved their quarterly sales target.
  • 30% employees exceeded their sales targets by 40%.
  • 12% increase in success of shared leads.
  • Organisation was back to being healthy.