A Kepa Case Study
AppO for Local Goverment
AppO was tasked with stopping transformation teams being overrun as a result of poor prioritisation.
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This case study is anonymised to protect the client
Client Challenge
AppO was tasked with prioritising 265 business transformation initiatives for an Australian local government. The client had:
- 1,500 employees – 100 dedicated to transformation
- A rate-paying population of 210,000
- $3.6 Billion AUD of assets under Management
- $500 Million AUD of annual revenue
Internal Teams Overloaded
Inefficient planning and prioritising was causing teams to be over-run with their workloads. This also resulted in confusion and unrealistic expectations among key stakeholders.
Limited Progress
The broad focus on a wide range of initiatives was diluting the amount of progress made within all of the initiatives.
The Process
The client undertook the following actions in order to optimise the transformation pipeline.
- Implement existing strategic drivers and balanced scorecard measures into AppO as a cascading hierarchy of value measures
- Survey key stakeholders for opinions of strategic driver and balanced score card measure relative importance
- Analyse opinion data and engender discussion of key stakeholder differences of opinion to arrive at an agreed view that could be used to progress prioritisation
- Implement existing business cases into AppO
- Develop initial prioritisation by analysing the business case data against opinions of importance while reporting on the impact of differences of opinion
- Discuss opinion impacts and gain consensus on the importance of value measures to drive prioritisation forward
- Identify initiatives of least value as candidates to defer or stop
- Agree to progress the pipeline as per the recommendation for portfolio prioritisation
- Agree to revise the portfolio monthly as business conditions change, initiatives are completed, modified, and stopped and new initiatives enter the potential portfolio.
- Governance and gating processes matured
Strategic Alignment and savings
The planned benefits to be derived from each initiative were strategically aligned and universally understood.
Approximately $2.3 Million AUD was saved.
Initiatives Prioritised
265 concurrently executing transformation initiatives were reduced to 23 in line with available resources. 180 initiatives prioritised in business value order and awaiting execution. 62 initiatives shelved due to poor business value.
Outcomes
AppO was utilised to generate significant results within a small time period, saving the client a relatively large amount of time and money.
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