Client: Basketball New Zealand
Assignment: A Practical Strategy Approach for Resource-Constrained Organisations
The Scenario:
The BBNZ management team were challenged with how to implement initiatives to achieve BBNZ’s strategic vision while executing the day-to-day activities of the organisation to serve its members.
MSH's Approach & Solution:
A practical strategy framework which provided common ground for the Board, management and staff, and addressed challenges common to resource-constrained organisations.
Client: Christchurch City Council
Assignment: Putting People First and Technology Second
The Scenario:
CCC’s IT team needed a new organisational structure to significantly simplify how customers engaged with them, and enable services to be delivered faster and more efficiently.
MSH's Approach & Solution:
We worked with the CIO to understand their personal leadership style, and incorporated these views in a new structure which aligned with their strategy and delivered better results for their customers.
Client: New Zealand School of Dance
Assignment: Enabling the Vision of the New Zealand School of Dance
The Scenario:
As one of Australasia’s leading dance training institutions, the NZSD knew that to achieve their vision of producing exceptional classical and contemporary dancers, they would need to convert their wishlist to clear initiatives that both the Board and management team could agree on.
MSH's Approach & Solution:
We used our four-step strategy process to Unify, Map, Align and Embed a strategic plan for NZSD. This has led to more focused and robust conversations with the Board, enabling the School to get buy-in at all levels to move their vision from today to what they want to be tomorrow.
Client: AXA New Zealand
Assignment: Halve new business application timeframes
The Scenario:
AXA is one of the largest providers of life insurance services in New Zealand with over 270,000 customers paying AXA over $200m each year in premiums. AXA had experienced long delays in application timeframes for processing new business, with an average of 35 days from customer meeting to completion. AXA approached MSH Consulting to identify areas where processes were failing and implement change initiatives to reduce processing times.
MSH's Approach & Solution:
MSH Consulting undertook workshops involving AXA’s underwriting, new applications and business processing teams. Together they identified the 10 key value drivers that impact on timeframes. This provided the fuel for MSH Consulting to develop a concise end-to-end model that provided clarity on where time was best spent. They then designed and implemented actionable initiatives to streamline processes. As a result processing times halved from 35 days to 15 days, 65% of Advisor businesses said that AXA’s service offering was faster and more accurate and over half of them expect to place more business with AXA as a result.
Client: Regulatory Group, Land Information New Zealand
Assignment: Transforming the Regulatory Environment
The Scenario:
The Regulatory Group of the Land Information New Zealand consists of five areas: Registrar-General of Land, Surveyor-General, National Topography/Hydrography Authority, Property Regulatory Group, and the Overseas Investment Office. MSH Consulting was approached to advise on the development of a strategy to transform the regulatory environment from being overly prescriptive/intuitive-based to outcome-focussed/risk-based.
MSH's Approach & Solution:
Over the last four years, we have been working with the Regulatory Group to implement frameworks and processes to achieve the optimal levels of intervention for each regulatory area. The key focus was to use the most light-handed techniques available to achieve regulatory outcomes, including determining outcomes and objectives, and completing risk assessments to demonstrate the need for intervention. Using the four steps of the MSH Framework™, each regulatory group objectively measures and reports on the extent to which they achieve the Group's vision of “Optimal regulation — as little as possible, as much as necessary”.
Client: New Zealand Police
Assignment: Clarifying Investment Drivers and Decisions
The Scenario:
The Police Executive approached MSH Consulting to develop a “model” framework that would clarify the high-level drivers and rationale for investment in New Zealand Police. This was a result of recent high-level judgment calls around the levels of policing investment which were driven by emotion, media commentary, non-scientific benchmark comparisons and perceptions of service level requirements.
MSH's Approach & Solution:
Using Steps One, Two and Three of the MSH Framework™, we mapped the Police 2010 strategy as the basis to design, develop, and populate an Investment Framework. The Investment Framework was piloted in two areas (Lower Hutt and Dunedin) to test its practical application. The resulting model will allow the Police to demonstrate the impact of investment decisions to funding agencies in the context of meeting public expectations, and contributions to police outcomes at a national and area level. The model will be used to allocate police resources across the 13 districts and 43 areas based on the following fundamentals:
- Clear cause-and-effect linkages between Police strategy and Justice Sector Outcomes
- Measurable contributions of Police strategy to Justice Sector Outcomes by modelling key value drivers
- A dynamic tool that shapes decision making and demonstrates the resource implications of investment decisions
Client: Ministry of Justice Collections Unit
Assignment: From One-Size-Fits-All to a Segmented Collection Approach
The Scenario:
The Collections Unit of the Ministry of Justice is responsible for collecting over $350 million of court-imposed fines and infringement notices issued annually by the Courts and Territorial Authorities. The Ministry approached MSH Consulting to clarify the segmentation strategy which they developed the previous year. The strategic challenge facing the Collections Unit at the time was that a high proportion of defaulters failed to comply and pay their fines voluntarily. The one-size-fits-all approach resulted in low matching rates and subjectivity in terms of what defaulters wanted to pay and duplicate/inefficient work practices.
MSH's Approach & Solution:
A segmentation approach to collections was adopted so that those who were willing to pay were directed to a compliance stream, whereas those who were unwilling and/or unable to pay were channelled to an enforcement stream. After mapping the strategy, we developed a financial model for determining the cash collection targets based on improved success rates with defaulters being channelled to the most effective compliance and enforcement processes.
As the Ministry firms up their implementation programme, they will be able to use this model to quantify the impact of change on quarterly and annual performance targets. The Collections Unit has adopted MSH's EmbedOnline™ reporting system to objectively measure and report on monthly performance for the three regions it serves and the contact centre, then cascading these accountabilities to teams within each region and the contact centre.