SoVibrant

At SoVibrant we believe in turning complex data from business and organisational problems into relevant and actionable intelligence to assist managers and organisations in achieving organisational purposes and objectives by solving business and management problems, identifying & seizing new opportunities, enhancing learning and implementing changes.

It is widely accepted that organisations with mature information management and exploitation capabilities are much more likely to be top performers than organisations with immature capabilities. Therefore to best enable public, private and third sector organisations to fulfil their maximum potential we believe in treating information and knowledge as key assets to be sweated.

Our strategic mission is to support all our clients in fully exploiting their information and knowledge through ‘thought leadership’ to improve business performance and “deliver more with less”.

Provision of Strategic Organisational Design and Development (OD&D) services; including operational restructuring and implementation of change management initiatives.

Central to our engagement process is the development of a Transformation Map (T-Map) to provide an overarching view of the journey required to achieve an organisation’s vision; this articulates each element of an incremental change in capability against an agreed client transition timeline. This strategic tool provides:

• An integrated visual plan for the delivery of the identified projects in client priority business areas
• Incorporation of existing client solutions into a future strategic capability insertion route map
• Identification of existing client organisation best practice, for wider role out during transition states
• Tactical focus on core business functions which require leadership intervention to be fully exploited
• Visibility of lessons learned from diagnostic reviews and benchmarking of competencies and services

Engagement and management of all stakeholders within an organisation in response to a changing business and operational environment through a process of strategic alignment with future business vision.

To successfully manage planned changes or those in response to uncertainty, we support client organisations, their stakeholders and communities by implementing a three-phased approach:

Phase 1 Organisational pre-positioning; key activities typically include: Communications, Job analysis and Organisation structure preparations, Technical implementation planning…

Phase 2 Change management plan implementation; key activities typically include: Training design and delivery, HRM Environment, Organisational implementation and Governance…

Phase 3 Ongoing support and consolidation; key activities typically include: Training review and feedback, Succession planning, Marketing communications…

Development and delivery of robust strategic and operational Business Cases including Investment Expenditure Proposals which are evidentially based and quantify the projected benefits realisation.

We adopt an innovative approach to business case development; testing client assumptions by addressing the consequences of not approving investment proposals in terms of their political, economic, social, technological, legal or environmental business impacts. We use a 10 Pack business case framework which is benefits-led, with:

• Initial content derived from organisational diagnostics and Change Readiness Assessments
• High level alignment of proposed benefits realisation associated with high-priority projects
• Inclusion of defined capabilities, validated using cause & effect mapping within the benefits-led framework
• Defined assessment of Costs of delivery vs. estimated Cost Base Savings
• Risk and Sensitivity analysis including key assumptions, dependencies and contingencies

Empowering all stakeholders in achieving organisational purposes and objectives by solving business and management problems, identifying & seizing new opportunities, enhancing learning and implementing changes.

We provide independent and impartial strategic advice to assist managers, organisations and their accountable Main Boards in validating their plans, facilitating wider business engagement and providing mentoring support to leadership teams in helping to deliver high performance organisational cultures and environments. Other external consulting services include:

• Industrial Strategy Development
• Economic Offset Collaboration (EOC’s)
• High level business due-diligence
• Business Process/ Performance Improvement Reviews

Analysing organisation’s core competencies to anticipate future business requirements and resource efficiency savings without compromising current and future operational and strategic skills respectively; or compliance with mandated governance structures.

Integrating a top-down and bottom-up diagnostic analysis ensures that senior client organisational sponsors are better able to articulate appropriate messages out to their internal and external stakeholders regarding the overall scale of the organisational re-design necessary to deliver strategic alignment. This analysis includes:

• Research and data collection for business insight and identification of data maturity and quality levels
• Change Readiness Assessment of organisational objectives and approach against industry best practice
• Business process mapping to identify critical processes and root causes of poor performance
• Assessment of goals and strategy, scope and capabilities of existing management organisation
• Development of new organisational structures and updated standards to reflect strategic goals

Ensuring that current organisational capability profiles and maturities are capable of delivering stable and predictable future performance, which is measurable, can be validated and aligned with the business’s mission and goals.

Typically we conduct gap analysis’s to compare current capability maturity levels within a client organisation, against their future perceived target requirements to deliver upgraded products and services on a strategic and lifecycle basis. A key approach can be the use of Capability Maturity Model Integration (CMMI) in this process:

• Capability level 1 (Performed): Products and services delivered in reactive manner
• Capability level 2 (Managed): Plans are developed in accordance with policies
• Capability level 3 (Defined): Process is managed according to defined processes
• Capability level 4 (Quantitatively Managed): Process is predictable
• Capability level 5 (Optimising): Continuously improving processes

Deriving and measuring key performance indicators as a predictive means of identifying business performance deterioration and helping to deliver greater value by anticipating future areas of lean business improvement.

We measure project performance from the start of the consulting cycle on an ongoing basis into a client’s Business As Usual state. Derivation of relevant performance indicators and metrics contribute to refining existing client reporting mechanisms. Within organisations our involvement would typically cover:

• Linking business or corporate goals with department, team and/or individual performance delivery
• Development of a performance reporting hierarchy and key measurable competency frameworks
• Development of client Business Intelligence by exploiting Performance Management data
• Identifying appropriate and scalable performance reporting tools mechanisms
• Performance Risk Management techniques for Operational Assurance & Business Improvement reporting
• Identifying Critical Success Factors (CSF’s) and key results areas

Delivering independent Business Process audits to monitor wellbeing and provide assurance that key organisational risks are managed effectively within Operational Frameworks, and governance controls actioned.

We appropriately challenge client’s existing practices to deliver business process improvements and assurance to Audit Review Boards. Using organisational temperature checks we identify the degree of internal compliance; and “Synergy Analysis” to look externally at areas where respective businesses could be complimentary. Typical activities include:

• Developing, agreeing and managing a process audit based on the assessment of business risk
• Monitoring the effectiveness of internal controls and key processes to promote continuous improvement
• Capability Maturity Management Integration data collection & process auditing leadership
• Business Excellence analysis and delivery of Pathfinder projects

Adopting a lifecycle management approach to the built environment for service delivery organisations to improve future business performance enabled through implementation of the High Performance Workplace and adoption of Agile working principles.

We map an organisation’s capability against its current and future operational footprint and growth plans, enabling the key Facilities Management components of Hard & Soft FM to be considered in an integrated way to optimise value and productivity across its complete operational footprint. Key deliverables include:

• Strengthening client in-house FM capabilities by identifying and deploying a range of strategic options
• Accurately scoping and optimising core facilities to satisfy future regulatory and sustainability obligations
• Developing high performance environments; incorporating certification and governance obligations
• Creating a “Fit for Purpose” Workplace Guidance Framework to help clients better envision their future
• Adopt benefits-led approach to translate FM requirements into cost effective tailored end user solutions