Our consultant Matthew Barnaby is currently working as Head of Continuous Improvement for MTR Crossrail. He has this to say about the role of the Service Transformation Programme in supporting change there:
Earlier this year, I started working with MTR Crossrail. It’s an exciting and fascinating place to work being both the largest rail project since Victorian times whilst (even though part of the MTR Corporation) is a new start-up business.
Initially I was asked to assist in the implementation of the HRIS system with an aim of developing key end to end processes that considers not only the IT system but also the human interactions. As my role quickly developed I moved in to an area where I was focusing on continuous improvement across the business. I am responsible for the ‘bottom up’ approach to delivering change, seeing through suggestions ‘with’ on the ground staff to have a positive impact on the business and its customers.
Having learned a great deal from the Service Transformation Programme I’ve been able to successfully use tools and methods at MTR Crossrail. For example, in order to develop end to end processes I used ‘Whole Systems’ to understand in detail what was happening. I worked with staff to map the end to end processes including the recruitment process. Third party partners were invited to our workshops to provide us with information about their own processes so we could learn from their experience (for example DBS checks). I was keen to incorporate the customer perspective into this work so I made sure managers participated in this process from the start. After doing this work, we identified many opportunities to improve the way in which the organisation operated using this software and continue to iterate.
With regard to my continuous improvement work I lean towards an Agile approach because it means we can start working on the improvements quickly, learn from the improvements sooner rather than later and develop and refine as we went along. But, most importantly, with Agile, I can ensure staff are genuinely engaged in the whole change process. I can engage the staff member who has identified the improvements, empower that person to take action in making these improvements happen with a small support team and support the person to become a change champion through this process.
To embed these methods and approaches across the business I have developed training and initiatives to share tools, build understanding and increase buy-in. For example I assist in all inductions to initiate engagement and deliver ‘training for change’ to the Executive team and all senior managers.
Having attending the Service Transformation Programme and utilised the knowledge and skills in MTR Crossrail, I have already noticed some early impact on this improvement work. First, there has been the cultural impact. Bringing people together to have conversations about improvement has been fundamentally powerful in shaping the culture of this growing organisation. This kind of impact should not be underestimated if organisations want to drive improvement work continuously. Second, the improvements we have implemented have made a positive impact on the HR team as systems and people work together in a much more integrated way. Third, empowering staff themselves to co-design and co-deliver the improvements they suggested through the Agile approach has meant the organisation is taking large steps in realising its own vision and values.
Right now, the plan is to continue acting as the lead in my area, being a critical friend to peers and help the organisation improve its performance as the business grows and grows.