II.2.1) Title
Journey Management Consultancy
II.2.2) Additional CPV code(s)
79400000
II.2.3) Place of performance
NUTS code:
UKE41
II.2.4) Description of the procurement
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) Information about options
Options:
No
II.2.13) Information about European Union funds
The procurement is related to a project and/or programme financed by European Union funds:
No
II.2.1) Title
Improvement Consultancy
II.2.2) Additional CPV code(s)
79400000
II.2.3) Place of performance
NUTS code:
UKE41
II.2.4) Description of the procurement
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) Information about options
Options:
No
II.2.13) Information about European Union funds
The procurement is related to a project and/or programme financed by European Union funds:
No