We started with a full review of the operating model across five areas.Stakeholders We built trusted relationships to understand how the service was seen and what people needed from it.People and capabilities We assessed the team as it stood, defined the structure it needed to grow into, and strengthened skills through focused recruitment and upskilling.Processes We mapped and refined workflows against ITIL best practice, cutting the duplication and waste that had built up as the team expanded.Tooling We introduced one trusted record for every ticket, supported by automated dashboards and self-service insights, so the team could see its own performance and act on it.Communication. We embedded open, proactive communication across the team and with stakeholders, so progress was visible, and problems surfaced early

Improving service management for a leading UK building society

Mar 19
2 min read

45%

uplift in productivity through clearer processes and better data visibility

25

systems now supported by defined service specifications

100%

of tickets logged centrally, enabling data-led decisions

Stabilising a growing building society service team and rebuilding it around clear processes and trusted data.

The client's service management team had grown organically over time. New responsibilities were added as the business needed them, but without a structure to hold them together. The result was duplicated effort, inconsistent ways of working, and a service that depended on individual knowledge rather than a defined process.

That dependence was about to be tested. Key leadership was due to take an extended leave, and the team risked losing both continuity and confidence at the same time. The brief was clear: keep the service stable and performing through the transition, and rebuild the trust of the stakeholders who relied on it.

We were brought in to stabilise operations, tighten governance, and put a more structured, data-driven model in place.

Our approach

We started with a full review of the operating model across five areas.

Stakeholders We built trusted relationships to understand how the service was seen and what people needed from it.
People and capabilities We assessed the team as it stood, defined the structure it needed to grow into, and strengthened skills through focused recruitment and upskilling.
Processes We mapped and refined workflows against ITIL best practice, cutting the duplication and waste that had built up as the team expanded.
Tooling We introduced one trusted record for every ticket, supported by automated dashboards and self-service insights, so the team could see its own performance and act on it.
Communication. We embedded open, proactive communication across the team and with stakeholders, so progress was visible, and problems surfaced early

The result

The change first showed in how the service was perceived. Stakeholder feedback turned from negative to positive, and the team itself became more engaged and more collaborative, with a real lift in energy.

Underneath that, the fundamentals were stronger. Clearer processes and centralised data made the service more efficient and more reliable, with decisions now led by evidence rather than instinct. The team came through the leadership transition without losing pace and is now recognised across the organisation as a model of effective, people-centred service management.