The goal of creating a transformational healthcare company resulted in the $700 million merger of two major healthcare solutions organizations. The “planning and design” stages of the integration involved developing workstream-specific transformation plans to guide the merger of the combined business (NewCo), and determining its expected financial and operational synergy targets (cost, revenue).
Next, the leadership teams focused on executing integration planning activities immediately following merger close. Thus it was time-critical that the eight existing workstream plans be shaped, refined, and made actionable, with minimal changes to planning that had already been completed.
Clerestory implemented a project portfolio management and governance framework for successfully executing merger integration activities across multiple functional areas and departments. After ensuring a successful integration, Clerestory transitioned the project portfolio management responsibilities to Allscripts staff within 90 days.
Elkay, a privately-owned, leading manufacturer of plumbing products and cabinetry, is dedicated to innovative products and exceptional customer service. Elkay was seeking a Change Management partner to support a full-scale, global Oracle ERP implementation. Specifically, Elkay was looking for a partner to work directly with their team and the chosen systems integration partner to drive the change management needs of the global design phase. Clerestory was tasked with focusing on communication, vision development, process design, and stakeholder analysis.
The Clerestory team led planning sessions, developed a comprehensive communication plan, created training strategies, and led future-process design sessions. The team documented over 150 future, end-to-end business processes tying the new processes to the end-user training.
Johnson Controls (JCI) is a global diversified technology and industrial leader with 130,000 employees serving customers in over 150 countries. At the time of the engagement, North American Human Resources (HR) Directors had been providing critical support to the heads of their respective business units. Furthermore, North American HR had also provided the continuity of staff that permitted JCI to expose company executives to various developmental assignments.
Ultimately, JCI wanted to reorganize its support in North America to strengthen key relationships, reallocate work, elevate HR Director roles, align HR activities to the business units’ goals, and combine transaction-based HR roles into a shared services group. JCI wanted to leverage information gathered during other initiatives to reorganize the HR team and gain immediate efficiencies.
Clerestory supported JCI’s major reorganization of its North American HR function by mapping processes, performing a cost-benefit analysis, establishing operating standards and facilitating sessions to make decisions on resource realignment. The end result was a new HR organization that improved both transactional and strategic HR services to better support the business.
A $2.5 billion real estate services and investment management firm, Jones Lang LaSalle, was experiencing a less than 10% adoption rate for a newly implemented ERP system in its Project & Development Services Division (PDS). To achieve the desired return on its investment, the company asked Clerestory to help discover the root cause and develop a plan to address the problem.
The client described their challenge as a “training” problem; Clerestory quickly determined the issues were broader, and required technology simplification and effective change management. PDS engaged Clerestory to increase user adoption, streamline the ERP system views and lead the implementation of a simplified solution.The Clerestory team worked with senior leaders to develop policies, with managers to develop project management processes, and with users to create a training program. Clerestory created standard operating procedures and a comprehensive plan to train the organizations' 1,200 users. Clerestory was able to increase user adoption of the market-leading system from 10% to 90%.
The Facilities Management division of this $2.5 billion real estate services and investment management firm had replaced its system for global account service delivery and needed a formal training program for a global rollout. Lack of a comprehensive training program had reduced staff productivity and lowered the user adoption rate. As JLL looked at a global rollout, the firm realized that both a training program and plan to roll it out were needed. Clerestory was asked to help develop both the training and the implementation plan.
Clerestory, in collaboration with key stakeholders at all levels in the organization, defined and documented the training approach to ensure a consistent and effective global training program. In addition to creating a comprehensive, repeatable and documented training program, Clerestory created trainer guides and helped educate a global training manager to ensure consistent delivery across the organization. Clerestory was able to position the training organization to successfully rollout the system to an additional eight global clients.
An innovative, prominent full service event planning company specializing in premier corporate and social events was straining against its current organization structure. Critical leadership skills were not available to drive the process and technology improvements necessary to improve profitability and position the company for further growth. The CEO engaged Clerestory to redesign the organization and improve supporting processes.
Through detailed analysis and focused collaboration with the owner and his key leaders, Clerestory was able to create a new organization structure. The design leveraged both the current skill sets and a series of newly identified skill areas. Kehoe also implemented a performance management system to ensure performance expectations would be communicated and measured. Clerestory helped develop new processes and procedures to improve the documentation of event requirements and streamline custom-built pricing by leveraging the client's existing technology. The Clerestory team also built a logical and comprehensive IT plan to better address users’ needs. The plan identified off-the-shelf software packages that better met the company’s requirements and introduced technology firms that could provide improved service and trusted technology-related advice.
The customers of this global financial institution, with more than $60 billion under management, had retail banking services rated significantly below industry averages. Time required for account opening, lack of cross-selling, account attrition, and the high number of customers that failed to fund accounts were concerns. In addition, loan processing times were growing and home equity loan closings were far below the midpoint for the industry. Senior management realized that to remain viable in one of the most competitive banking regions in the country, the organization had to re-engineer its core processes. The intent was to drive increased utilization of bank services through exceptional customer service using existing automation.
Clerestory worked with LaSalle Bank to develop a cost-justified implementation plan and business case to increase retail bank profits by more than $4 million in 12 months. The team completed a business process transformation design in 12 weeks, addressing multiple channels simultaneously to keep the customer experience uniform. Clerestory also created New-Account-Opening and Consumer-Lending business processes that shortened the process elapsed time and increased cross-selling and customer retention.
Leapfrog Online is a digital direct marketing firm that helps Fortune 500 companies find, convert and monetize digital customers. Leapfrog was outgrowing its current organizational structure and processes. The strained infrastructure was slowing company growth. Clerestory was selected to help executive management restructure the organization and to develop and implement enterprise-wide processes.
Working closely with Leapfrong leadership, Clerestory was able to collaborate with subject-matter-experts to develop repeatable and scalable processes. These processes focused on three key areas: Setting the market direction (Demand), Executing against the direction (Supply) and implementing new campaigns and initiatives at existing clients. Documenting accountability and handoffs, as well new metrics, enabled departments and individuals to work more efficiently and effectively together.
Leapfrog Online, a digital direct marketing firm that helps Fortune 500 companies find, convert and monetize digital customers, needed a new employee incentive plan that would effectively and fairly reward both short and long-term performance. The existing plan originated when the company was a start-up and lacked formality in several key areas. The informal structure had worked well when the company rewarded just a few key people, but as Leapfrog grew, the lack of documented guidelines was causing internal strain. Clerestory was tasked with developing a new compensation model that would position the company for continued growth.
Collaborating with management and leveraging best practices, Clerestory was able to design bonus and incentive plans that were scalable, balanced and tailored for this dynamic and growing company. While the bonus plan was focused on short term performance, the incentive plan was designed to complement the bonus program and provide clearly defined incentives for long term performance. Clerestory was able to help the company drive the right behaviors, reward the high performers and maintain its entrepreneurial culture.
L&W Supply, one of the world’s largest distributors of gypsum wallboard and related products, had a strategic plan that called for growth through all points of the business cycle and in its large network of distribution centers. A specific strategy to accelerate adoption of best practices across its network would help support growth by focusing resources on value-creating activities. The client believed that its business support functions were critical to its competitive edge and relationships with customers, employees, and vendors. Clerestory was asked to review processes to identify ways to leverage internal and external best practices and to improve operations by simplifying processes and regionalizing functions and/or technology improvements.
Clerestory mapped current processes across over 100 locations, identifying opportunities to improve performance and developing an implementation plan. Clerestory proposed a consolidation of 100+ locations to create 5 regionalized processing centers. Then the team created a comprehensive implementation plan to guide the organization through the changes, streamlined and automated all transactions, and increased staff capacity by 30%.
L&W Supply, one of the world’s largest distributors of gypsum wallboard and related products, had over 100 locations supporting back-office accounting functions. These processes included: Accounts Payable (A/P), Billing, Cash Applications, Monthly Close and Payroll. Neither business processes nor outsourcing of operations were consistent across these locations.
Clerestory helped the client assess and document existing processes, recommended ways to consolidate and/or centralize operations to reduce costs, and created an actionable implementation plan. Clerestory was then asked to help implement the nationwide changes. Clerestory identified technology requirements for an accounting system to support new business processes, assisted L&W with the vendor selection process for new technology and captured functions to be outsourced. The team also designed the training strategy and plan for rollout, including a multimedia approach that targeted specific delivery vehicles for unique audiences. The training plan maximized exposure to the new processes and technology utilizing eLearning techniques to provide overviews, introductions, and future references sources.
Due to the economic downturn and unprecedented industry changes, a growing Chicago-based bank with $10 billion in assets was positioned to expand its business through acquisition. The integration of just-acquired Currency Exchange operations had a critical deadline for completion. Clerestory was engaged to provide Project Management oversight and help the client meet essential integration deadlines.
Clerestory used its expertise to streamline processes, integrate the new Currency Exchange business into existing back office processes, and manage the elimination of duplicate technology platforms. Clerestory achieved a successful conversion within 10 weeks without operations or system disruptions providing project leadership to seven teams and 50 people. The acquisition doubled the bank’s operating volumes and integrated a new product line into the existing infrastructure. During facilitated working sessions, Clerestory developed solutions for combining back office operations and transitioning to standard MB technology platforms. Clerestory delivered needed infrastructure, reengineered processes, structured internal teams for future projects, performed vendor selection, negotiated contracts and developed educational materials.
A growing Chicago-based bank with $10B in assets, MB Financial had 135 ATMs in service, which varied in age, manufacturer, and functionality, and had been experiencing availability issues. Many of the ATMs had been acquired through recent bank acquisitions. Moreover, compliance with the 2010 revised regulations of the Americans with Disabilities Act required immediate replacement or upgrades for a majority of the terminals. Finally, ATM functionality varied by location, but was not up to the competitive levels of new machines being heavily promoted by Bank of America and Chase. For these reasons, the client decided to replace all 135 ATMs – and needed to implement the replacements quickly and with as little disruption in processing as possible.
Clerestory collaborated with MB to develop the overall project plan and establish a robust project management process moving forward. Clerestory then assumed the Project Manager role with four teams and a total of 30 members. The Clerestory team developed a standard, repeatable Installation Playbook and transitioned the project management process to the client’s Execution Lead after the first wave of installations was complete.
A growing Chicago-based bank with $10B in assets, MB Financial had been forced to refer clients with international banking needs to other banks for needed import and export related services. However, as international trade continued to grow, MB needed to build the infrastructure required to deliver international banking services to its middle-market customer base. This international capability would allow the bank to ensure the quality of the services being delivered while simultaneously improving the bank’s profit margin. The bank engaged Clerestory to help manage this project, including vendor selection, technology implementation, and risk management.
Clerestory’s team planned, launched and managed the implementation efforts to maximize speed of delivery and minimize disruption to existing operations and use of client resources. Vendors were selected and contracts negotiated for the Trade Services and Foreign Exchange. Clerestory also managed key deliverables including communication plans, internal processing procedures, and customer education materials. The Clerestory team launched and managed additional international project teams that would be responsible for efforts beyond the initial technology implementations.
The City of Naperville, the fifth largest Illinois city, has a reputation for high residential service. After several decades of growth, Naperville had entered a steady state, requiring an evaluation of services and the organizations used to deliver them. Some departments had assessed their services, operations, and structure, but an end-to-end evaluation had not been conducted. Naperville had been impacted by the ongoing economic challenges facing municipalities; many current and future revenue sources were reduced by declines in property transfers and average property value. The budget shortfall of the previous year had been addressed through expenditure and work force reduction, and vacant position elimination. Additional service reductions were needed to balance the budget.
Clerestory established a city-wide organization structure suited to support the current state and the future economic realities. The team prioritized the elimination of services, including systematic review of service levels and delivery methods. Clerestory identified core services that the municipality should organize around and non-core services to consider for outsourcing. A dynamic organization was designed and Clerestory created a plan for transitioning remaining services and staffing.
Chicago-based IT consulting firm and Microsoft Gold Certified Partner, Point Bridge, specialized in building high-impact business solutions with Microsoft technology and was experiencing explosive growth that strained its professional development framework. The company realized it needed to put in place an organization that consisted of multiple levels of experience to help individuals grow with the company. Point Bridge looked to Clerestory for help in positioning the company for growth while maintaining its entrepreneurial culture.
Working closely with management, Clerestory was able to create a comprehensive professional development program. The program linked job profiles, performance review processes/tools, career planning processes/tools and a robust development curriculum consisting of both internal and external development opportunities. Clerestory worked closely with the client to develop an implementation plan with clearly defined phases and activities to ensure this growing company was able to transition to the new environment without sacrificing client delivery excellence.
The Chicago School Education System (TCES) trains professionals in applied psychology, health and human services, education, and law; disciplines that serve the greater good. TCES was originally comprised of four schools. It was ideally positioned to create synergy among its affiliate schools by leveraging the organizations’ skilled administrative resources and providing technology solutions for both online and on-ground programs. The client determined that the critical processes of Admissions, Financial Aid and Registration needed improvement to aid in enrollment growth. Clerestory was engaged to help increase enrollment by redesigning existing processes to make them, as well as systems and organizational support, more scalable, efficient, flexible, and compliant.
Clerestory facilitated three Rapid Process Redesign™ working sessions to develop repeatable and scalable processes in each of these three areas. Clerestory documented specific recommendations for implementing process changes, including immediate improvements (Quick Hits), which could be implemented quickly and inexpensively. The project resulted in increased enrollment and improved administrative/academic cooperation in a competitive not-for-profit educational environment.
A $4 billion leading building products manufacturer wanted to ensure their new ERP system would provide “one and done” processing for customer orders 95% of the time. This abilitiy would take a customer order and provide an accurate ship date and product availability information in a single phone call. The client asked Clerestory to identify changes to the existing order entry and fulfillment processes and systems that would enable this level of service. However, they did not want this enhanced responsiveness to negatively impact order processing time or freight costs.
Clerestory led USG staff to quickly identify, test and implement the most cost-effective solutions. Clerestory provided senior-level assistance to meet the client's needs. Ultimately, Clerestory moved responsibilities for resolving order errors from the plants to the Customer Service Center to ensure they were resolved on the first call. The team delivered training to 140 customer service representatives and 250 plant personnel, preparing the Customer Service Center to collaborate with 50 plants as their new ERP system went live. All customer service measurements were positive in the post-implementation period. The redesigned organization and processes allowed USG to successfully process customer orders in one phone call 95% of the time.
A $4 billion building products manufacturer wanted to leverage its manufacturing and distribution network to optimize cost/service performance. The company recognized the need for increased visibility of the supply chain so it could make the best production decisions to meet customer expectations. USG had already developed a strategy to improve the customer experience and operational efficiency. The company engaged Clerestory to implement the strategy and manage the changes to the organization.
Clerestory partnered with the client to achieve its goals of implementing best-in-class supply chain, new customer relationship processes and ERP technology. The team developed a supply chain organization, implemented a perpetual inventory system, and increased collaboration with suppliers and customers to achieve the business goals. The project enabled USG production resources to answer customer service center inquiries the first time and 100% of the time, regarding availability, pricing, and order status. USG also guaranteed performance at 95% on-time delivery and 98% invoice accuracy with a 98% availability/fill rate. The changes implemented by Clerestory provided immediate access to product information across all systems.
A $4 billion building products manufacturer planned to implement a new HRMS system to replace an outdated HR and Payroll system. The new system was needed to support growth, improve efficiency, and manage regulatory HR data requirements and Payroll processing. The organization needed to determine the vision for HR processing, evaluate sourcing options, and confirm an ERP system was the correct decision. The client engaged Clerestory for expertise in visioning, requirements gathering, vendor selection, and implementation.
Clerestory worked with the client and System Integrator to map the HR vision and determine the most cost effective and efficient method to achieve the vision. Clerestory developed over 50 business processes to manage regulatory requirements and improve payroll collection and distribution efficiency. The team managed the development and roll-out of phased training and Train-the-Trainer to over 100 HR professionals and 10,000 employees. Clerestory was also responsible for managing the project schedule, resource plan, and issue resolution process to meet project goals and timeframes. Clerestory successfully guided replacement of the outdated Human Resources and Payroll system without disrupting normal Human Resources or Payroll operations.
The implementation of new ERP software at this $4 billion building products manufacturer drove it to streamline its Human Resources (HR) function. The client decided to develop a post-Oracle implementation structure for the Corporate Payroll department and the HR support function. The Oracle implementation would centralize some common key tasks. The client asked Clerestory to help determine the needed headcount, responsibilities, and reporting structure for this area.
Clerestory produced a comprehensive implementation plan, financial justification, training and rollout that reduced administrative costs by 30%.
A $4 billion building products manufacturer was implementing an ERP solution across 50 plant locations to improve customer satisfaction and operating efficiency. One needed initiative was to automate the barcode label application and scanning process by introducing production line robotics. Inventory management processes relied on operators to place barcode labels on the finished product and scan them into inventory. The client engaged Clerestory to design processes and introduce technologies to reduce manual intervention and automate the label application and scanning.
Clerestory ensured the product and inventory information was interfaced to the ERP solution and was available real-time to central supply chain planners, customer service representatives, and all plant locations. Clerestory managed the custom development of the manufacturing line robotics solution to print and apply barcode labels, achieving a repeatable process and solution that works at a 99.5% uptime. The team created a hands-on training program for operators, and developed a Train-the-Trainer program to effectively train plant employees. Clerestory conducted a pilot of the process and technology solution and then createda repeatable “Rollout Blueprint” and implemented the process and solution at seven additional plants. The project improved quality and efficiency of the production process and reduced labor costs.
This client, a leader in the building materials industry for over 100 years, was not insulated from recessionary marketplace challenges. USG was forecasting the worst market conditions in decades. The clients’ aggressive growth initiatives, coupled with reduced housing starts, made it imperative to work more effectively than ever. To maintain its advantage and position itself for long-term growth, USG needed to manage the business by focusing on customer satisfaction, cost control, growing existing core businesses, pursuing selective growth initiatives, and realigning management systems. Clerestory was asked to improve processes, design organizational elements, and align supporting mechanisms to implement a division organization model.
The division model was designed to support a customer-focused go-to-market. Clerestory strengthened sales impact by allocating more resources to influencer/pull-through activities. The project realigned the organization with the right number of the best people, reducing layers, tailoring divisions to meet unique needs, and allowing for near-term and long-term growth strategies. Clerestory identified talent gaps; training, relocating or hiring resources to fill current and future needs. Clerestory designed performance metrics and incentive plans to drive key performance objectives and align corporate governance to support project objectives.
The client, a $4 billion manufacturer of building materials, had made a substantial investment in Oracle ERP. Their technology initiative, LinX, was aimed at modernizing the supply chain and associated processes. This implementation affected the entire company, and to ensure the successful transition and acceptance of these critical functions, IT had to be prepared to support the new operating environment and provide high-quality service for the legacy systems. Alignment of the existing IT organization did not support project-based work with its required blend of technical skills. Clerestory was engaged to restructure USG’s IT function, incorporating support of the new competencies and approaches that would be required in the post-implementation world and allowing IT to support the needs of both its internal and external customers.
Clerestory designed an organization that would be flexible, scalable, and appropriately staffed for USG’s size. Clerestory collaborated with the client to build and enhance IT’s capabilities in the areas of security, service, and compliance, making sure USG was subscribing to the highest standards of corporate governance. At the same time, Clerestory enhanced career tracks for IT professionals by developing meaningful job descriptions and competencies that enabled career advancement through multiple paths.
A $4 billion manufacturer and distributor of building products was squeezed between rising costs and a multi-year downturn in the marketplace. Its core Sheetrock™ business was yielding low margins. USG recognized the need to aggressively identify and implement a comprehensive energy and sustainability program, leverage recent technology investments and utilize a new division organization model. IT planned to re-engineer its core processes and prepare the company for continued market leadership and growth. Initiatives with a long-term objective of building for the future needed to meet corporate mandates and involved research and discussions with business leaders and tight planning and management throughout.
Clerestory helped streamline and consolidate the client’s Technology, Energy and Innovation Services with clear roles, responsibilities and accountabilities, and the necessary processes to properly balance resources.
The nation's leading wallboard manufacturer was upgrading to the R12 version of Oracle; the largest technology change since its original Oracle implementation. The client considered it essential to properly prepare all end users for the changes they would encounter at go-live. The R12 upgrade was different than the original implementation because all plants and Corporate teams were to go live on the same date. This presented the challenge of training all end users during the same two-to-three week period, using a low cost but comprehensive solution (e.g., instructor-led training with hands on exercises would be limited to only those audiences most impacted by the upgrade). Clerestory was asked to partner with the client to support a successful R12 implementation of Oracle.
Clerestory developed a comprehensive training and document development plan to communicate R12 changes to the user community. The team updated over 500 existing training documents including: presentations, job aids, and reference materials. Clerestory produced a highly successful training delivery schedule for 2,400 participants in 37 sessions, including webinars (live and recorded), self-learning communications, train the trainer, and instructor-led training.
The nation’s largest not-for-profit organization was progressing through its Aptify™ software implementation project. The client engaged Clerestory to perform a one-day assessment of the work already done and to gauge the risks associated with completion of this critical effort.
Clerestory reviewed Phase 1 of the Aptify™ implementation project approach/management to identify what worked and what should be changed for Phase 2. The team reported key findings to allow Y-USA to prepare to modify Phase 2 of the implementation.
The nation’s largest not-for-profit organization needed to align its current IT strategy with ongoing organizational changes. Clerestory was selected to assess and redesign the existing IT processes, leverage strengths, and align current IT projects with business objectives.
Clerestory determined process changes that would be required to better align IT with the Strategic Plan, and designed a future organization structure to support Y-USA’s Strategic Plan. The team recommended system changes that would be needed to support the primary objectives of the Strategic Plan and created an implementation plan for both short-term and long-term recommendations.
The Y-USA was undergoing significant organizational changes in implementing its strategic plan. Clerestory was asked to assist in its efforts toward successful and cohesive implementation of associated projects.
Clerestory helped establish scalable and user-friendly change management processes and to prioritize and execute project work throughout the large organization. Clerestory established a PMO structure that allowed the organization to monitor projects to ensure that work being performed was meeting the goals of the organization. Clerestory’s PMO helped drive completion against established guidelines, effectively communicated risks during implementation, and permitted necessary adjustments to the plan. The team prioritized future projects, aligned resources, and determined cross departmental dependencies to allow the client organization to focus on the projects that would have the greatest impact. The number of inflight projects was reduced by 1/3 by identifying opportunities to consolidate projects into fewer, more broad initiatives. Clerestory established a PMO structure that allowed Y-USA to embed consistent project management disciplines in the organization.
Electronic music delivery has changed how music royalty revenue is collected. One of the world’s largest music publishers was considering a new royalty administration enterprise application to help capture royalty revenue. Clerestory was brought in to organize the requirements gathering and to ensure that all strategic requirements were clearly captured across the company’s five global processing hubs.
Leveraging years of expertise, Clerestory conducted facilitated sessions with corporate stakeholders to define and prioritize strategic business requirements. The team documented key business processes and developed a data entity relationship model (ERM). Clerestory was able to help position the company for a successful software implementation that ultimately led to increased royalty revenue.
A $110M global leader in the packaging industry leader, Nordenia, perceived that they were “not easy to do business with” and that inconsistent order fulfillment was the most significant factor driving the perception. They recognized that achieving their growth targets would require improving order fulfillment to differentiate themselves in the market and to optimize available manufacturing capacity. They asked for Clerestory’s assistance to build a foundation on which they could deliver “fast, friendly, and flexible service” while increasing available manufacturing capacity.
Clerestory interviewed 55 Nordenia U.S. and Canada team members, managers, and executives and 13 individual customer executives at eight companies. Clerestory facilitated sessions to design the ideal processes and technology to support improved order fulfillment. Process, organization, and technology recommendations were prioritized and Clerestory identified immediate projects to start realizing rapid benefits. Clerestory and the client developed an action plan consisting of multiple, parallel projects to deliver measurable benefits and sustain momentum.
A world-class developer and provider of leading-edge physical infrastructure solutions. The client’s PIM software permits visibility to quickly identify and resolve connectivity issues, find and reclaim available or under-utilized network capacity, and automate real-time and accurate connectivity documentation. The client desired a more effective way to identify and reduce software defects, improving the quality and speed-to-release of new versions of the software to the market.
Working together, Clerestory and the client created a prioritization approach to rank software release requirements, optimize testing, and identify large issues sooner. The team also designed a consistent, repeatable, and scalable testing process, delivering System Test Process Training to educate the team on the new process, definitions and tools. A System Test plan was created for the current release. Lastly, Clerestory developed Progress Tracking Tools to capture and communicate the development and testing status of each requirement for each feature and to highlight risks and issues. The result was system testing practices that enabled improved quality, decreased testing cycles, planned milestones and resources, and prioritized the scope for the next release.
A $4 billion insurance and financial services company and financial products provider wanted to solidify its position as a leading provider of integrated lending products and services for both credit unions and their members. The company engaged Clerestory to help increase sales of its payment protection products through cross-selling. The client also wanted to improve the productivity of itself and its customers (Credit Unions), and develop a focus on ROI by creating a comprehensive cost/benefit analysis.
Evaluating member interactions and incorporating the “voice of the customer” to enhance lending events and other customer interactions fueled a plan to achieve an “ease of use” relationship between the client, credit unions and their members, and third-party service providers. The client engaged Clerestory for its expertise in cross-functional design and facilitation.
To ensure the long term social impact delivered by member associations the Y-USA had made changes to enhance its operating capacity and services to stakeholders. Two years of effort had restructured Service Delivery, Training and Leadership Development, Membership Services and Programming Support. Now the Y-USA had to look at other areas to maximize effectiveness and efficiency, promote financial integrity, and support good stewardship of resources.
Clerestory helped the Y-USA align its resources to support the activities and services adding the most value to member associations. This alignment supported the goals and objectives of the Mission Impact Strategic Plan, maximized stakeholder value and benefit, and ensured efficient delivery of services. Clerestory identified and cataloged the functions (i.e., services) delivered to both internal and external audiences by Y-USA departments. The team identified the resources (i.e., people/time/money) required to provide value-added services to member associations as well as the resources being spent on non-value added services and administrative activities. Clerestory recommended services to be added, expanded, reduced, discontinued, or revised. Recommendations were based on the value provided to the member associations, alignment with strategic plan objectives, and elimination of redundancies.