The client is a regional business in the construction services industry, representing five operating companies within a larger family of companies. In advance of a global, corporate initiative to implement a new ERP system, the regional business engaged Carpedia to help align Finance and Human Resources processes across its operating companies. The business had grown exponentially through recent acquisitions with each unit retaining its former processes which left the business siloed, burdened with overhead costs, and not in a position to scale.
The engagement required a thorough evaluation of current state processes across each location to understand nuances between operating companies and markets. The team facilitated the design of each end-to-end future state process flow by bringing together functional leaders from across the region to capture local best practices.
Key changes included:
- Enabled reduction in processing time and adherence to critical deadlines by reimagining workflows and establishing visibility to process efficiency through performance indicators
- Developed comprehensive playbooks and SOPs for training new hires and acquired employees
- Established a robust governance system for maintaining process standardization
The Results
Results included:
- Mapped 121 original process flows and consolidated each to one per workstream
- Held 20 interdisciplinary design sessions increasing collaboration between 150 contributing area leaders across operating companies
- Developed 152 method changes and implementation plans for process improvement across workstreams
Establishing and documenting streamlined, standardized, and scalable processes set the organizationup for continued growth. The client also recognized Carpedia for facilitating the development ofcollaborative relationships between operating companies which has increased employee engagementand organizational problem-solving capabilities.
