Better, Faster, Cheaper
The Situation
Major Government security client needed a mechanism for bringing solutions to law enforcement much more quickly than the existing processes allowed
The Task
Fix it! (Actually the task was “reduce solution deployment to critical law enforcement from years and months to months and weeks”)
The Action / Approach
Analysed current practices – procurement, delivery, outcomes, benefits
Worked directly with senior law enforcement personnel to ascertain the “ask”
Established that “success” could not be delivered “inside the wall”
Created a new model “outside the wall” but in a way that would be acceptable to Government
Created a unique ITT for the service
Led the procurement process, focussing on “real world” engagement presenting workshops and discussion groups with interested parties
Built the solution
Transferred to the new organisation to establish the correct cultural approach
The Result
Created a new organisation with an entirely new cultural approach to delivery – required change from suppliers, civil servants and law enforcement. Bumpy but ultimately successful.
Established new processes to speed up engagement of suppliers by 75%
Developed new processes and teams for rapid delivery – deployment times dropped from “years and months” to “months and weeks”
Specific success – law enforcement needed to understand and influence the pipeline of work within the telecoms sector for the “next 5 years” – brought together a group of 72 companies and groups into one room in London within 2 weeks. Got the groups to open up to each other on their developments and forged new partnerships between companies to produce better results faster to everybody’s benefit. Law enforcement declared “this would have been simply impossible under the old approach”. 105 new ideas came out of the day. 34 were pursued. 12 became new products to aid law enforcement in the gathering and analysis of comms data. Within months (and in some cases weeks) rather than the more typical “years”
The new model is based on a consortia approach and can be lifted and dropped into any Government setting, only requiring the makeup of the consortia to change
Operating successfully and now in its fourth year of operation. Turnover has grown from £3m in year one to £30m in 2019 and a forecast £60m in 2020.
Customer satisfaction increased by more than 60%
