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What's Possible


Our client's focus is our focus

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What's Possible


Our client's focus is our focus

We can not analyse the future, we must design for our future

Business leaders are increasingly challenged to imagine and realise future possibilities
available to them in the Digital Age.
 

This requires a new mindset.
 

We require thinking that is holistic and multidisciplinary to bring together the resources and passion of the enterprise to deliver coherent, meaningful, desirable and targeted outcomes.

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Transformation like no other


This Telco giant partnered with FromHereOn to modernise and humanise delivery of their global technology services

Transformation like no other


This Telco giant partnered with FromHereOn to modernise and humanise delivery of their global technology services

Service Portfolio Design at Scale

Culture and Mindset-driven Global IT Services Transformation


The Context

With operations in around 180 countries British Telecom plc is the largest provider of fixed-line, broadband and mobile services in the UK, and also provides television and IT services.

  • Client: British Telecom plc

  • Industry: Telecommunications

  • Project: ‘Da Vinci’ - Global Technology Service Transformation

  • Duration: 18 months (3 phases)

  • Delivery Locations: United Kingdom, India, Malaysia

  • Expertise: Culture-led Transformation, Service Design, Enterprise Architecture, Human-centred Design, Change Communications

In the summer of 2017 we partnered with BT Technology to undertake a global technology services transformation that would be like no other transformation programme they had experienced before – this was not just about improving IT services and cutting costs; this time, together we would start a movement that would reboot employee sentiment and ways of working for an IT organisation of 13,000 people spanning the UK, India and Malaysia.

I think what FromHereOn do is bring together a collection of practices to really help transform an organisation, but then equip that organisation to continue the transformation journey itself. Bringing together a human- centred mindset, service design, enterprise architecture and a fantastic approach to communications, adoption and change hits the real sweet spot in how to engage a large organisation in a significant transformation like ours
— Rachel Higham, Managing Director of IT, BT

Instead of a purely cost-driven agenda the ‘Da Vinci’ programme combined cost targets with an ambitious vision of the future of technology services and capabilities, new agile and human-centred ways of working, and a user-centred mindset that streamlines service delivery and improves employee experience and satisfaction for internal BT consumers.

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Together with a newly created IT leadership team we co-designed the future vision and roadmap for IT services delivery. From the initial visioning and programme conception we developed execution plans, established the Da Vinci Centre of Excellence and stood up multidisciplinary design squads to move through the service transformation in a series of agile sprints. Finally, we transitioned the new delivery platform across to BT teams, training more than 100 staff and BT trainers to maintain the momentum beyond our exit.

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Da Vinci's agile, human-centred service design approach delivers on BT's broader ‘Personal, Simple, Brilliant’ customer promise. It promotes experiencing new ways of working first-hand, empowering and engaging staff at all levels to get involved. To build a groundswell, employee experience stories and performance gains were amplified across the organisation through digital and physical channels generating belief and excitement that this effort was making a real and lasting impact.

Slated as one of the best-run BT transformation efforts in recent memory, this programme is a shining example of what's possible when you combine full commitment from BT Group’s board, visionary leadership, an empowered workforce and a multidisciplinary methodology that fuses strategy, culture, and mindset with leading practices in enterprise architecture, service design and change communications.

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Australian Red Cross


Digital Service Strategy in the Not For Profit Sector

Australian Red Cross


Digital Service Strategy in the Not For Profit Sector

Not-For-Profit Transformation

Australian Red Cross Digital Strategy 


THE CHALLENGE

To successfully achieve their humanitarian goals the Red Cross are reliant on volunteers, workforce, and donors. One key challenge is ensuring their services, from a volunteering and donor stand point, are digitally accessible and easy to use.

In a constantly evolving tech world, the Red Cross technology business was looking for a way to form an integrated vision of technology for the organisation. The Digital Roadmap program sought to meet the 2020 Strategic Goals. 

The Context

A number of business plans were approved as part of the FY18 business planning process that requested investment in digital capabilities for volunteers, or were enablers for digital capabilities such as integrated HR systems for the workforce, a CRM, and new website for Donors to bring customer context and cohesiveness into the planning & investment in this new set of digital capabilities. Australian Red Cross commissioned FromHereOn for the development of the Digital Service Roadmap. 

OUR WORK

The Design Team was comprised of subject matter experts from across the business and supported by the executive Digital Roadmap Steering Committee, comprised of cross-department senior management. 

A significant step has been taken on the path to Digital Transformation through the Digital Roadmap program. The confluence of Human Centred Design and Business Architecture in the FromHereOn Business Design Method through this process, and insightful engagement with a representative sample of customers, the Design Team defined a vibrant eco-system of 7 new inter-connected digital services that provides a balanced mix between foundation services, aligned with modern customer expectations, and more innovative services that represent key opportunity for differentiation and innovation in the NFP market place. 

THE OUTCOME

Through this process, the Red Cross team were able to develop a Digital Strategy Roadmap that will form a key part of the Australian Red Cross’s 2020 strategy. 

The coordinated effort required to grow the right capabilities and in the right sequence is summarised in the digital roadmap that organises 8 key implementation initiatives into 3 themes

The benefits of working as cross functional teams to solve problems and get better results for the consumers of our services by providing more integrated solutions as they have been thought through from multiple perspectives – if we work like this we will change the culture and status quo.
— Veronica Frost, Chief Information Officer, Australian Red Cross
 
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1

Implementation of the digital service portfolio by cross-functional teams that will further embed the Human-Centred based design and operate within an agile framework to start with quick wins and the services

2

Effective management of the digital transformation from the outset, as well as a well-planned change management approach and clear understanding of who Red Cross is designing for

3

Implementation of the digital enablers and evolution of the Digital Service Delivery model that enable Red Cross to iterate faster and deliver digital services in a sustainable manner. This will be followed by a phased uplift of the Information Management capability to equip Red Cross with a single source of truth and the right reporting & analytics tools. 

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RSL Care RDNS


Service portfolio innovation in the aged care industry.

RSL Care RDNS


Service portfolio innovation in the aged care industry.

Aged Care Service Innovation

RSL care & RDNS Service Design Strategy 


THE CHALLENGE

Build a service portfolio that collectively enable the realisation of customer value for existing and projected customers of RSL Care & RDNS over the next two years so that RSL Care & RDNS can delight customers with the relevance and innovation of their services, strengthen customer loyalty to the brand, and grow market share.

The Context

The new aged care landscape in Australia is quickly revealing itself, encouraging customer disruption through commercialisation of the industry. Many opportunities lie in wait for RSL Care & RDNS as the organisation responds. 

OUR WORK

FromHereOn worked with the team at RSL Care & RDNS over a ten week period to develop a new service strategy through customer insights, development of a value proposition, prototyping, customer testing, capability assessment and the development of a service portfolio roadmap and model.

THE OUTCOME

From more than 300 initial ideas, 29 persona specific services were designed. These were consolidated and refined down to 29, then 23, 15, 13 and finally 11 high-value service concepts. These were identified as the new portfolio of services. 

WHAT THIS MEANT FOR RSL Care & RDNS

The portfolio of new services for the Community Care division of the combined business is now being actioned through the executive.

Through all levels of both the north and south sectors of the organisation, there are champions who implicitly understand the key moments of value in each of the services in the portfolio and who can shepherd that customer value through the stages of implementation and out into the RSL Care and RDNS Ltd service delivery landscape.

 
I recommend the approach, professionalism and the ability of the FromHereOn team to any organisation seeking to take their teams on a journey of re-designing their business to improve the value proposition for their clients. Our team is proud of their contribution to the outcomes achieved and genuinely enjoyed the journey.
— Wendy Flavien, Chief Integration Officer, RSL Care
 
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Change The Game


The pace of change in industry is unprecedented and every incumbent business is vulnerable to competition and disruption

Change The Game


The pace of change in industry is unprecedented and every incumbent business is vulnerable to competition and disruption

 
 
 

A Better way to transform

Helping large enterprises deal with the complexities of sophisticated service portfolios, capabilities and technology.

 
 
 

Enabling Customer experience with IT

Resolving the emerging gap between digital and IT by taking a holistic approach to business and IT service design.

 
 
 

bringing clarity and simplicity

Simplifying operations by designing efficient, cost effective services that are matched by the right capabilities.