Work began with a full review of the operating model, focused on five areas:Stakeholders Building trusted relationships to understand how the service was perceived, what stakeholders prioritised, and what they expected to change.People and capabilities Assessing capability and defining a target structure, strengthened through targeted recruitment and upskilling.Processes Mapping and refining workflows against ITIL best practice, removing the duplication and inefficiency that had built up over time.Tooling Introducing a single source of truth for tickets, supported by automated dashboards and self-service insights.Communication. Embedding proactive, transparent communication across the team and with stakeholders, so progress was visible rather than assumed.

Strengthening confidence in service management at a leading UK building society

Mar 19
1 min read

Updated: Jul 2

45%

uplift in productivity through clearer processes and data visibility

25

systems now supported by defined service specifications

100%

of tickets logged centrally, enabling data-led decisions

The service management team at a leading UK building society had grown organically, and with that growth came inconsistent ways of working, duplicated effort, and processes shaped by habit rather than design. With key leadership due to take extended leave, the priority was to maintain continuity through the transition, improve performance, and strengthen stakeholder confidence.

Alirity worked alongside the team to stabilise operations, strengthen governance, and embed a structured, data-driven model built on agile methods tailored to their environment.

Our approach

Work began with a full review of the operating model, focused on five areas:

Stakeholders Building trusted relationships to understand how the service was perceived, what stakeholders prioritised, and what they expected to change.
People and capabilities Assessing capability and defining a target structure, strengthened through targeted recruitment and upskilling.
Processes Mapping and refining workflows against ITIL best practice, removing the duplication and inefficiency that had built up over time.
Tooling Introducing a single source of truth for tickets, supported by automated dashboards and self-service insights.
Communication. Embedding proactive, transparent communication across the team and with stakeholders, so progress was visible rather than assumed.

The result

Stakeholder feedback improved markedly, and the change within the team was just as clear: engagement, energy, and collaboration all increased. Clearer processes, centralised data, and agile ways of working made the service more efficient, more reliable, and better able to make evidence-based decisions. The team is now recognised across the organisation as a model of effective, people-centred service management.