II.2.1) Teitl

Journey Management Consultancy

II.2.2) Cod(au) CPV ychwanegol

79400000

II.2.3) Man cyflawni

Cod NUTS:

UKE41

II.2.4) Disgrifiad o’r caffaeliad

Lot 1: End to end journey management will require support across the following areas both in a consulting capacity and contracting alongside the core team.

Collaborative approach centred around growing capability, supporting and informing the Yorkshire Water approach to enable best-in-class customer experience in an increasingly efficient way for the business.

1) Understanding what customers truly value — support in creating an outside-in view of the world by evidencing and synthesising numerous sources of information to create compelling insights to provoke action.

Insight

— customer opinions (what they say);

— customer behaviour (what they do);

— FAQs and online search trends (what they search for);

— social Media and complaints analysis (what they shout about).

Customer feedback

— gather and analyse ‘voice of the customer’ measures;

— identify pain points and gain points;

— benchmark against best in class inside and outside industry;

— align customer view across the business.

Foresight

— understand future customer expectations and opportunities;

— challenge the organisation and regulators’ thinking;

— inspire stakeholders with what’s possible;

— maintain an outside-in view of the industry;

— influence organisational strategy.

2) Setting clear direction, mobilisation and engagement — making clear connections between business strategy, change programmes and colleague engagement

Strategy creation

— define CX ambition and goals in line with the organisational strategy;

— define, agree and understand the core customer segments/personas;

— prioritise key touch points and experiences to apply a dedicated design focus;

— identify the cost of inaction as well as the business case for change.

Change Implementation

— prioritise initiatives and develop light-touch business case for customer and commercials;

— robust engagement and handover process with delivery stakeholders;

— engage and inform recruitment, training, and coaching initiatives.

Organisation engagement

— bring the story to life across the business to engage and inspire;

— surface and share good news stories and examples of best practise;

— gather improvement ideas;

— immerse senior colleagues.

3) End to end journey management and design

Support a systematic approach to continuously improving end to end journeys against a clear future ‘target state’

Journey management

— assess and evidence the current reality of end to end journeys on an ongoing basis (emotional, mental and physical effort);

— track and monitor improvements, measuring success by impact on customer, colleagues and commercials;

— support colleagues to think broader than their own area to galvanise a holistic approach;

— focus on the whole customer journey not just the business journey including areas outside direct control;

— governance.

Experience design

— design and shape end to end journeys collaborating across all key stakeholders and third-party expertise;

— develop a robust design process and experience assessment methodology;

— surface ideas from within the business and outside perspectives.

II.2.11) Gwybodaeth am opsiynau

Opsiynau: Na

II.2.13) Gwybodaeth am Gronfeydd yr Undeb Ewropeaidd

Mae'r broses gaffael yn gysylltiedig â phrosiect a/neu raglen a ariennir gan gronfeydd yr Undeb Ewropeaidd: Na

II.2.1) Teitl

Improvement Consultancy

II.2.2) Cod(au) CPV ychwanegol

79400000

II.2.3) Man cyflawni

Cod NUTS:

UKE41

II.2.4) Disgrifiad o’r caffaeliad

There are two main needs from an improvement point of view that we will need external support for:

(a) Working as a deliverer

• provide expert consultants who can deliver improvement work where the YW COE do not have the capacity to deliver;

• this work will tend to be project based with a defined timeframe and scope. Most likely less complex ‘in team’ or ‘in function’ work;

• we would expect this work to be undertaken via our methods/approaches and for any partner to be an extension of the internal YW Team.

Examples might be:

Process modellers, CI analysts, improvement specialists – people who can deliver improvement interventions as well as do task-oriented activity for process ownership, management and governance.

(b) Working as a partner to the YW COE

• provide expert consultation to work ‘shoulder-to-shoulder’ with the YW COE in delivering their objectives and build capability;

• this work could include anything from our portfolio:

— the co-delivery of a performance excellence culture within business teams,

— improvement project co-delivery (most likely complex, cross functional/business wide),

— general advice and coaching to develop our COE,

— training co-delivery,

— external benchmarking/best practice so that the YW COE can continuously improve their offering.

YWS expect this work to be done ‘shoulder-to-shoulder’ with our COE so that a sustainable transfer of skill can take place reducing our reliance on external support for basic improvement delivery.

II.2.11) Gwybodaeth am opsiynau

Opsiynau: Na

II.2.13) Gwybodaeth am Gronfeydd yr Undeb Ewropeaidd

Mae'r broses gaffael yn gysylltiedig â phrosiect a/neu raglen a ariennir gan gronfeydd yr Undeb Ewropeaidd: Na

Yorkshire Water Services Ltd

Bradford

UK