Polaris

Consultancy

Contents
Our

Aim
Pain Points
Project Management
Solutions to the Pain points
Costs
Conclusion

Our Aim
Our

aim is to reduce the current

amount of annual loss and
increase effectivity of
employee's.

Key factors for the project

Capture:

identify and capture the

issue
Examine: undertake impact
assessment
Propose: evaluate options to
address the issue
Decide: ensure the right level of
management approves the option
Implement: incorporate the option
into the appropriate level of plan.

Pain Points
Losing

Money ($16 million per annual year)

Ineffective

customer service (price increases

not explained to customers)

Limited

talent pool (30% of new hires not

seen as top performers)

New

competitors focused on customer service

$150,000

lost in failed learning and

development schemes

Pain Points
Middle

management sit back and wait (60%

of managers considered ineffective

Cultural

factors not considered

Retention
CEO

issues (40% attrition rate)

changed often

Issues

with the product resulting in a bad

service

Key factors for the

solution
Costs:

budget and spare budget for emergencies.

Timescale: for how long? Stages?
Quality of the service: Lime services must fit with the purpose.
What is Limes aim?
Scope: what will the project deliver? Deadlines, specific project
goals and ultimately costs.
Project Scope: The work that needs to be accomplished to
deliver a product, service, or result with the specified features and
functions, i.e. does a TNA needs to be done( organisational, task and
person analysis)

Product Scope: "The features and functions that characterize a

product, service, or result."
Risks: how much risk is Lime prepared to deal with? Or how will
Lime take it? Any insurance? Change is involved in any risk project
so how Lime might tackle changes and what kind of changes may
occur.
Benefits: what is the benefit of the final goal? Is it seen as an
investment?

Solutions to the pain

points

Apprenticeship Scheme
Pain Point

Solution

Outcome

Limited talent pool

Apprenticeshi Increases the size of the

p scheme for talent pool available to LIME
10 managers
and 10
engineers per
year for 2
years at a
time

Retention issues
(40% attrition rate)

Can decrease attrition rates

Coleman, N., & Williams, J.
(1998). (60% of apprentice
stay after their
apprenticeship is complete)

Middle
management sit
back and wait (60%
of managers
considered
ineffective

Can help train more

effective members ((GOV.UK.
2016) found 89% reporting
that it has helped their
business improve the quality
of their product or service)

Mentoring
Pain point

Solution

Outcome

$150,000 on failed
learning and
development
schemes

TNA
Mentoring scheme

Can create make

more effective
employees

Retention issues
(40% attrition rate)

Can help lower

attrition rate

30% of new hires

not seen as top
performers

Can make workers

more productive

Middle management
sit back and wait
(60% of managers
considered
ineffective

Build on cultural
desire for
community and a
collectivist culture

Improving customer
service Solution
Pain Point
Outcome
Ineffective customer
service (price
increases not
explained to
customers)

Customer service
training

Increased
communication
between
organisation and the
community

New competition
focusing on
customer service

Training needs
analysis to identify
the key skills needed
to be trained

Improves the
handling of customer
complains and
queries increasing
the communities
view of LIME
(Gould et al 2004)
influences service
delivery and quality

Issues with the

product resulting in a
bad service

Reduces the
advantage of the
competition over
LIME

Managers reapplying for

positions

Pain
Points

Solution

Outcome

Middle
managem
ent sit
back and
wait

Mangers reapplying
for positions a

The most effective managers

are rehired using a mixture of
psychometrics and previous
appraisals

60% of
Mangers who stay
managers complete
considered psychometric tests
ineffective
Replacement for
new managers to
complete
psychometric tests

A personal development plan

can be written for all managers

Managers who are just bellow

the criteria can be trained in
their weak areas to be more
effective

Colorado and
New managers can be trained
Hillsborough
up using the apprenticeship
County(2011) found scheme
employees asked to

Middle-upper management
board
Pain Point
Solution
Outcome
Cultural factors
not considered

A middle
management
board than can
help advice the
upper
management on
changes they are
going to make

This allows cultural aspects

to be advised on so the
community culture and
work culture are considered

CEO changed
often

This allows for

more effective
marketing schemes
and changes to the
organisation that
the workforce will
embrace

This will result in happier

workers who are more likely
to stay in the organisation
since they will feel they can
fit in

Middle
management
sit back and
wait (60% of

Advising on changes to the

organisation and

Rebranding from LIME to

FLOW
Lime

is seen as a negative since it means

partying which does not help the negative image
of customer services

name change while showing a more customer

centred approach could help show a fresh start
for the company and

Horsky

& Swyngedouw (1987) found that with

most of the firms, name change came with
improved performance. Greatest improvements
happened in organisations where the
performance before the change was poor

Cost of the project

Product

Cost

Employee costs for 2 years

2,839,200

Cost of psychometrics
6300
Cost of materials

1500

Contingency cost

156664

Total cost

3,160,966.67

Summarising pain points with

our solutions
Losing Money

Solutions to the issues at

hand

Ineffective customer service

Improve customer service

Limited talent pool

Apprenticeship Scheme

New competitors

Improve customer service

Middle management (60% of

managers considered
ineffective)

Mentoring
Managers reapplying for
positions

Cultural factors not considered Mentoring

Retention issues

Middle-upper management
board

CEO changed often

Renaming organisation

Issues with the product

Improve customer service

Conclusion
By

fixing the pain points we are able to help

reduce the profit loss to the organisation

The

organisations employees will be more

effective at management and customer
service with an increased talent pool

With

the middle management board any

future decisions can be made while taking
the local culture into account to have
maximum impact on the customers.

Thank you for listening

We

will now
answer any
questions you
may have