customers

Access to emergency care has improved considerably over the last few years, with most trusts consistently achieving the target of four-hour access times. But further attention is required to ensure that only those patients who actually require admission to an acute hospital bed are admitted, and that their length of stay is commensurate with their acute care needs. This requires appropriate assessment and decision-making, supported by alternatives to bed-based acute care for those patients whose diagnosis, co-morbidity and illness severity do not or no longer require an acute hospital bed. Many of these processes are already available, but for a variety of reasons patients are not able to access them:
• decision-making can be delayed,
• there can be a lack of awareness of the alternatives,
• there can be problems with access to the alternatives, etc.

In the first instance, improved, whole system coordination of the resources that are already available (as well as the coordination of any new developments) is required. This will support trusts’ ability to care for patients without needing to admit them.
The Ambulatory Care Emergency Delivery Network, formed by the NHS Institute for Innovation and Improvement (NHSI) provides a framework in NHS England to progress this whole system co-ordination. The Network comprises 10 geographically dispersed teams who receive guidance from NHSI and want to be connected in such a way as to allow them to collaborate and share documents and best practice, so enabling faster learning and delivery of results.

xpoint® has been commissioned by NHSI for use by the AEC to provide a common environment for the teams to share documents and best practice, discuss common issues, and manage their own work. It provides the Programme team at NHSI with a home page to communicate directly with the teams and a reporting structure with drill down, showing real time status updates on the teams’ activities. In the future there are plans to extend the capabilities by providing teams with an NHSI specific AEC project structure to deliver their work.

The bank wanted to focus on creating a more empowered, progressive and innovative culture. They wanted to engage all of their staff in actively contributing to new and innovative ways of delivering customer value against a backdrop of an organization which struggled with being risk-averse, complex and overly managed processes and a pervasive fear of failure.
The Bank wanted ideation and more. They wanted to be able to drive all the creativity and energy of their staff into actually bringing those ideas to reality. They called their program “Ideas To Impact”, and it was real change that they wanted to see happen and measurable results that they needed to achieve.

We were appointed to deliver the consultancy and our technology to enable the culture change strategy.
The whole project was driven by consistent leadership, stimulating workshops and imaginative communication; but it was the platform which provided the enduring fabric by which all in the organization were able to engage, contribute and collaborate to achieve an exciting ROI for the Bank.

This FM leader wanted to provide a clearly differentiated solution to its own customers. They wanted to find a way to apply the collective experience of their knowledgeable and customer-intimate workforce for the measurable benefits of its clients.
They wanted to raise the bar so that their usual excellence in service was matched by excellence in the value they could contribute to their client’s bottom line.

This FM leader deployed the element8 platform to link all their staff working on widely distributed customer sites. This allowed the sharing of knowledge and experience, it encouraged the creative efforts of their staff to do a better job at lower cost, and it enabled their management to be informed on all their staff initiatives and to reference these in communicating the value of their contributions to the client.

This major industry player knew that its future growth depended not only on its leading R&D teams continuing to deliver new technologies and solutions to market, but on its whole workforce joining the continuous efforts to innovate and transform its business model.
Efforts to engage the staff in these efforts had varying degrees of success, but momentum was always difficult to maintain, especially when any additional resources brought to bear were redeployed on to other priorities.

The company invested in providing all their staff with access to the element8 platform. This enabled the formal organization to focus better on activities that contributed to the transformation of the business. It also widened and strengthened the capabilities of the virtual organization, those groupings of people across the company in different locations and functions whose communications and cooperation provide the vital synergy on which real transformation is very often dependent.

This small but prominent private equity firm wrestled continuously with maintaining its core knowledge around specific merger and acquisition sectors.
In a highly competitive hiring market, turnover of key staff meant that invaluable information was regularly lost to the organization, and too often, this had to be regained at significant opportunity cost to the business.

The Firm deployed the xpoint™ platform as a common environment on which to base all its M&A team activities.
The solution was able to support the broad range of workflows and life-cycles that the firm used on its wide variety of M&A projects, with all the work and e-communications in which the team were engaged residing in the platform’s knowledge management database.
As a result, all formal and informal records of a complete M&A life-cycle were retained on the platform to support and reinforce the efforts of the next team to engage in a similar project and strategically the whole firm became less vulnerable to the continual movement of staff so characteristic of their market.