Transport for London is responsible for the operation and development of some of the nation’s most critical infrastructure – including the London Underground, Surface Transport and Metro services.
Within TfL, the Commercial team aims to deliver on-time, high value-adding and commercially viable solutions for its internal customers.
The function has recently reorganised, centralising numerous teams in to a single organisation. As part of this structure the Commercial Centre of Excellence (CCoE) is charged with shaping and enabling the delivery of the Commercial Vision.
The original integration project identified the need to develop the capability of the commercial function. In addition to ‘commercial skills development’ the CCoE team recognised the need to monitor and improve organisational maturity – based on the EFQM model.
As part of a competitive tendering process Oakland was awarded a contract to:
Oakland existing EFQM assessment model was configured around a generic value chain that was applicable to all parts of the organisation. This was a particular challenge given the diverse types of commercial activity being delivered by the teams (examples include: managing contract delivery for major capital programmes, procuring building services contracts though to overseeing the use of professional services).
The language and assessment criteria were refined to ensure they were accessible to all.
The Commercial Community services a wide range of customer needs, covering virtually all conceivable aspects of procurement and commercial management. An intensive period was spent ensuring these stakeholders understood and brought in to the approach. Once this had been achieved a formal cascade to the Commercial Community took place
An important aspect of the project was that the exercise was to be repeatable with minimal external support. Dedicated training sessions were held to prepare an internal team who then partnered Oakland in the delivery of the assessment workshops.
An online assessment was developed to include as many of the commercial community as possible – return rates of over 80% were achieved from a population of over 450.
The results of the survey were used to inform a series of one day maturity assessment workshops. Over 60 colleagues were involved in parallel workshops over a two week period.
The outputs of the workshops were combined with an assessment of the ‘ideal position’ and were refined during a series of prioritisation sessions with the senior management team.
The outcomes of these sessions were developed in ‘mini business cases’ that were subsequently incorporated in to the 2013/14 planning exercise.
The project delivered to the original scope within time and budget. The key achievements were:
Oakland’s pragmatic and agile approach helped us deliver this project and extract real value by involving our people in developing improvement work streams. .. Providing TfL with sound foundations upon which we can build and improve.