Transformation of Essential Public Services

Our client is leading provider of custodial services to governments around the world. In the UK, they operate multiple establishments
under contract to the Ministry of Justice. Knowledge Services was engaged to support the development of a blueprint to deliver the clients
strategic objectives of growth through becoming a custodial supplier of choice to the UK Home affairs and the MoJ, building a culture of
operational excellence and creating cost effective and standardised custodial operations.

Target Operating Model to take the business to the next level

Process mapping Value stream mapping Lean

CTQ measures Centralisation Automation

Business
Transformation Gain an edge through innovation

Cost and benefit

Process mapping Shared services
analysis

Document management Technology Workshops

Whilst delivering on business transformation, it was prudent to project manage the overall activity with relevant
reporting and risk management. This included development of business cases every time the
Project
recommendations needed approval from the SteerCo for change implementation.
Management

Women, both sentenced

Best practices across the World for prisoner wellbeing Prisoner is up to seven
10% of those who killed and on remand,
times more likely to kill
themselves did so reported higher rates of
Innovative ideation Benchmarking study Internal environment him/herself compared
within 24 hours of suicidal thoughts and
with someone living in
arrival in prisons attempts compared
the community
with male prisoners
Comparative statistics Behavioural study Catering and food
Benchmarking Howard League for Study by the Office of
and innovation Drawing analogies from experiments and surveys conducted in other sectors Penal Reform British Journal National Statistics

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30% Saving through Transformation Consulting
Our client is a leading provider of custodial services to governments around the world. In the UK, they operate multiple establishments
under contract to the Ministry of Justice's National Offender Management Service and the Scottish Prison Service. Knowledge Services
was engaged to review the governance and administrative units of six establishments. The resulting recommendations of the study expect
to provide close to 30% savings through centralisation with another 25% cost benefits through grade rationalisation initiatives.

Focus groups Interviews Classification

SWOT Benchmarking Actual vs desired

Each establishment operated in their own silo due to their respective contractual expectations. Detailed
discussions were conducted to understand the work, current processes, technology used, employee strength
and competencies. Analysis was done to identify best practices, standardise processes and benchmarking,
GAP Analysis keeping in mind the multiple regulatory requirements across jurisdictions.

Training | Internal Audit | Performance Mgmt.

Cost and benefit
Process mapping Shared Services
analysis

Document management Technology Workshops

A thorough study identified 19 variations, 4 centralisation and 7 ancillary improvement opportunities. The
recommendations highlighted incremental benefits, different degrees of deployment, technologies and varied
Process
levels of resourcing across functions.
Optimisation
LW DG AS DC TS KM

18.95
Lean six sigma Elimination Standardisation
18.9

18.85
Centralisation Remuneration Competency
18.8
The recommendations made, focused on improving performance, systematically eliminating waste and 18.75
reducing costs. Social and human values were accounted for and rationalisation was not the only focus. Aim
Workforce was also to limit the working hours, reducing overtime and providing improved working conditions. 18.7
Rationalisation Audit Training
Lower Quartile Minimum Median Maximum

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Operating Model Redesign
Africa’s largest bank headquartered in Johannesburg offering personal, business, corporate and investment banking services to
customers in Africa, Americas, Europe and Asia Pacific employed over 50,000 people. Our consultants were engaged to support the re-
engineering of processes and help develop an enhanced operating model, which will include the integration of a new portfolio
management system and an accounting system with the bank’s existing legacy systems.

Project health check

Project review Risk and mitigation
dashboard
Documentation
Quality management Vendor management
management

Project management required the development of custom reporting and dashboards alongside a complete
Project examination of the business environment to identify additional opportunities for improvements and provide
Management recommendations for best practices, trainings, procedures to gain efficiency.

Process mapping Value stream mapping Centralisation

Automation Process Continuity Business Resilience

A thorough review of existing operational processes by benchmarking against industry leading practices helped
recommend key initiatives to improve productivity, enhance security and optimise cost. Current processes were
Operational
mapped to identify future waste elimination and automation potential. System 1 automated interfaces referenced in SOW
Transformation System 3

Market vendor selection outstanding at

SRM / Broker Performance this time, may lead to interface revision

Security (Product) (1) Client / Portfolio /

Interest calendar (1) Trades
Account

Scalability
Dividend (1)
System consolidation Test assurance CRM client portal
Corporate action (1)
Price (1) Positions (1)
Client / Broker (1)
Account (1) System 2
Manual create, data Fx rate (1) Accrued interest (1) Confirmed (1)
Perspective (1) Portfolio (1) IT in house warehouse
enrich
Client, PfolioToAccnt (1) - Trade

Business process re- Entity (1) Confirmed (1) ETC / ETS trade - Cash activity
Matched (1) matching (System 2) - Position

Concurrency control Customer satisfaction Entity / Client / Broker Trades

Trades (1) - Portfolio data

engineering Conversion Position (1) - Security data

6 interfaces Portfolio data (1) - Performance
System 1
Security data (1) Web portal
Position (1) Performance (1) - Position
Apollo SMF (1) SRM Recon Cash activity (1) - Cash activity
Supported all stages from designing to testing and implementation of the new systems end to end. The aim Fund of funds
SMF (2)
Price, Fx rate (1)
Portfolio (1)
Price, Fx rate (3)
Cash positions (bank interest,
bank charge) (1) SAP general ledger
Management fee (1)
was to have a central architecture with consolidated front office and back office platforms. The impact on Index (1) - Management fee

Technology
Market data vendors Corporate action (1) Income tax (1) - Trial balance
- Bloomberg Position (1) Prices, Fx rate (1)
workflow, business rules and automation were captured and incorporated keeping in mind the aggressive - INET
- Reuters
System 2 SMF (1)
Price, Fx rate (1)Price
Index (1)
Position (1) Position (3)
Trade (3)
SAP banking

Transformation
Index vendor (60) Trade (1) - Cash position (bank
growth plan of the client. Custodian
Portfolio (1) FX rate (1) Cash activity (1) Cash activity (3)
interest, bank charges)
Positions (Stock & cash) Custodian SARS
(7) 3 Custodians - IT3 (b) & (c)Tax
Custodian transactions (7)

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Annual Cost Savings of $927k through Transformation
Our client, a leading telecom company operating in the Caribbean, Central America & Asia Pacific regions with contact centres across
multiple markets engaged Knowledge Services to review their current operating model and recommend changes. The new operating
model and recommendations led to annualised savings of $927,000, with over 15% improvement in operational efficiency.

Key Outcomes:
5 week assessment followed by a 12 week implementation program ● Creation of headcount, hiring and training plans
ensuring adherence to service levels
● Proposed a lower FY’17 budget basis optimum
scheduling and accurate call volume forecasts
● Knowledge transfer of Industry standard WFM
Project Planning Benefit Management Schedule Management methodologies and templates

● Industry-inspired quality framework deployed

with focus on first call resolution
Stakeholder Management Risk Analysis & Mitigation Project Tracking & Reporting
● Operations and quality teams calibrated on new
quality parameters

● Elimination of non-value add activities using

lean methodology
● Process mapping and standardisation
● Review & Analysis of current performance
WFM QUALITY PROCESS EXCELLENCE PERFORMANCE parameters

● Remedial trainings conducted for top call issues

● Forecasting ● Quality framework ● Lean Analysis ● Remedial Training
● New agent incentive framework created
● Resource Planning deployment ● Motivational Skills
● Process Re- ● Motivational skills training conducted for team
● Scheduling ● Calibrations engineering leaders and operations managers.
● COINS framework
● Reporting ● Coaching ● Waste Elimination

4
Mobilisation Of Bus Rapid Transit System
Our client, a global services company had secured their first transport contract in a new geography with a strategic fit to their growth
ambitions. Knowledge Services was instrumental in providing valuable support at the bid stage and was engaged to support the
mobilisation of the pilot, project managing the rollout activities for a bus rapid transit system across a major Indian city. The project
successfully completed the soft launch of buses, carrying members of the general public under close media attention and received
positive public feedback from senior government officials.

“
Successful planning and model at bid stage supporting contract win
Addressable market Valuation & Financial The BRTS project was conceptualised to replicate metro
Market study
estimation Modelling experience and this is being experienced. It is best of all BRTS
Demand and supply projects in the country,'
Competitor analysis Bid Pricing Model
dynamics

Bid Support End-to-end research and modelling support

Joint Secretary of Union Ministry of Urban Development
Regional Newspaper – 20 Jun 2013

Risk Register Project Plan Quality Assurance

Stakeholder
Vendor Management Action Tracker
Management

Successful launch of commercial operations before the scheduled timeframe. A high visibility

“
Contract project which attracted interest from the media and public at large. Successful management of
Mobilisation issues that included close media scrutiny, a testing vendor landscape and a complex local political
environment.

The revolutionary BRT system i-bus has

Reporting for enhanced performance
crossed the 25,000 ridership mark with just 13 buses.
KPI reporting matrix Workforce optimisation Service level reporting Sky is the limit now. Thanks to the whole team of i-
bus"
Timesheet Synergy identification Transition & integration
Collector
MI & Reporting Optimum reporting to take proactive action, assisted in mitigating multiple risks Uploaded on Social Media Account– 7 Aug 2013

5
Savings Led Transformation
A multi-brand online retailer in the United Kingdom and Ireland engaged our Knowledge Services unit to review their current operating
model across sales support, customer retention and product return queues amongst others. The exercise was conducted with the
objective of identifying gaps, increasing first call resolution and eliminating potential waste along with the implementation of control
measures.

Data quality Work activity tracker Data visualisation

Relation technique
Data management Classification
(Association)
As a pilot an in-house work activity tracker (Prism) was provided to the contact centre advisors for capturing the
Data Gathering back-office data (emails, delta, letters). Close monitoring was done by our consultant to ensure the accuracy
and consistency of the data captured. Association and classification techniques were used to ensure the data
and Mining captured is classified accurately for further analysis.

Predictive analysis Speech analytics Text analytics

Forecasted and actual

Risk analysis Sentiment analysis
volumes

The back-office data captured in the pilot process showed a huge variance in the forecasted volumes and the
actual volumes leading to some savings. Speech analytics helped identify the customer’s needs and indicated
Project
areas for improvement leading to a higher FCR and lower AHT.
Management

Process map Time and motion study Value stream mapping

First call resolution Work force management Customer satisfaction

End to end processes were reviewed and recommendations provided to ensure optimum utilisation of work-
force and technology. The new processes focused on customer satisfaction, increasing profitability, lower
operating cost and meeting service level agreements.
Transformation

6
Successful Operational Transition
Our client, a leading multi-brand online retailer with annual sales of £1.7bn, engaged Knowledge Services for the execution of a cost
optimisation initiative while leveraging an advanced independent Quality Operating Model setup to an offshore location. Managing the
overall objective of mobilising and transitioning the existing Quality function, including knowledge transfer and deployment of a purpose
built tool for the client resulted in 30% savings for the client.

. Onsite Training Knowledge Transfer Governance

Budgeting Resource Hiring Reporting

Our comprehensive and established transition approach helped in achieving seamless process
migration. Predefined tollgates and a strong governance model ensured timely migration. Strict
and aggressive project planning approach helped us in hiring resources and ensure timely
Migration knowledge transfer.

Procurement Facility setup Admin setup

Testing &
VDI & Internet link Branding
Commissioning
Our seasoned project team ensured timely deployment of resources along with the required
logistics to seamlessly transition between UK and offshore. Three moths of rigorous actions
Infrastructure ensured on time VDI & Internet links commissioning and facility set up along with branding.
Setup

Prism deployment COPC Training

UAT PDCA Customer satisfaction

In-house Quality Management System was deployed to monitor transactional quality of UK

advisors from offshore location. The tool was assessed and customised basis the need of the new
operating model ensuring that call feedback are captured and robust feedback mechanism is put in
place to enhance CEx. The tool was designed with industry standard frameworks, including COPC,
Tool Deployment PDCA etc.

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Strategy Formulation & Execution for Start-up Advisory
A UK start-up providing strategy and pipeline development advisory services was in the initial stages of launching a new product.
Knowledge services was engaged to develop a market entry strategy to connect, educate and engage with prospective clients. Post
formulation, Knowledge Services supported key areas of the strategy execution enabling the client meet their tight timelines.

● Customer identification & ● Tools & Templates ● Membership model ● Videos & sales letters
segmentation ● Sharing strategy ● Sponsorship model ● Whitepapers
● Content & channel selection
● Publication & editorial ● Content design ● Journals
● Website, social media and calendar ● Website design ● Blogs
email campaign ● Job descriptions
● Content promotion & ● Brochures
● Workflows for content publication strategy ● Tutorials
creation and content nurturing

Marketing Strategy Knowledge Transfer Website Architecture Content and Design

Identified company’s target audience and Proactive knowledge transfer enabled a On time launch of client product microsite Created personalised content for the new
monitored social media platforms for rapid mobilisation of an entirely new customer on boarding site, social media
personalised content marketing team channels and emails

The new ergonomically designed website proved to be more intuitive making it easier for visitors to browse and navigate
through the site with fewer clicks and faster access to the different products and services.

8
Government Contact Centre Setup
Our client, a government Entity in the Middle East wanted to setup a dedicated contact centre to provide world class customer service to
all citizens, residents and tourists calling their dedicated helpline. Intelenet Global Services was engaged from the conceptualisation stage
helping plan, design and implement the setup and operations of this ambitious project. The successful execution of the project was
underpinned by a strong project management team with subject matter expertise using tried and tested tools and techniques along with
industry best practice to fitout and operate a world class customer experience centre.

Client Requirements Solution

● The contact centre was envisaged to provide
services to over 50 government entities through
multiple channels such as voice, emails, chat,
etc.
● The contact center was to be set up in Al-Ain
● The Government also wanted to create
employment for UAE Nationals
● Languages: Arabic and English
● Operating Hours: 24x7x365
● Types of calls: General enquiries, complaints,
compliments and incidents
● 100% Emiratisation model – the contact
centre run by only UAE Nationals
● Business transformation” model spread
across 6 work streams:
○ Facility: Setting up a dedicated contact
centre in Al Ain. The entire site fit-out was
carried out by Serco.
○ Technology: Designing and implementing
the technology solution that will feature a
smart Siebel CRM and Avaya telephony
system
○ HR: Strategic partnership with Tawteen to
hire UAE Nationals. The contact centre
will operate on PCMM Lv. 3 HR practices
○ WFM: Forecasting, capacity planning and
scheduling using a world class WFM tool
○ Quality: COPC compliant contact centre
operations within 18 months of go-live
○ Operations Management: Operational
efficiency through robust governance and
in-house and global best practices and
tools
● Creation of SOPs for all work streams

Service Channels Served

CityGuard
E-
Voice E-mail Fax Mobile
Services
App
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30% Operating Cost Saving
Our client, a global services company headquartered in the UK, engaged Knowledge Services to audit and review the operational
efficiency of their Finance function. The engagement involved an assessment of their existing reporting structures and methods with a
view to benchmark against industry standards. The resulting evaluation and process reengineering exercise resulted in estimated savings
of 30% of the initial operating cost.

The Objectives The Scope What we did The Outcome

Design end to Designed future state target operating model

Managing the contract (MTC) Reduced 30% operating cost
end, with inputs from global process owners
Process Design standardised
and Business global finance
Architecture processes based Identified scope of reporting across SSC&
Order to cash (OTC) 27% reports made redundant and removed
upon “best in onshore finance teams
class” principles

Implement, Reduced and standardised new reporting SSC optimisation - utilisation increased by 17%
Record to report (RTR)
optimise and mechanism
Finance Data
standardise
Structures and reporting
Report environment Financial Planning & Analysis Supported sub-projects which required 150, L3 process maps created
Rationalisation across SSC and (FP&A) consulting or process documentation
onshore finance
teams
Provided an independent view on standards 139 L3 process maps converted into Nimbus
Travel & Expense (T&E) for customer experience
Improve the
quality of
deliverables and
help optimise Procure to pay (PTP)
SSC
SSC service Root cause Target Operating
Optimisation delivery with analysis
Gap analysis
Model
process changes Methodologies
and effective Payroll, Tax & Treasury RACI Impact analysis Risk assessment
governance

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87% Productivity Gains through Automation
Our client is one of the world’s leading Intellectual Property management companies operating majorly in the US, UK and EMEA regions.
Knowledge Services was engaged to looking at their Billing and Collections processes to bring them in line with industry best practices.
The collaboration resulted in implementation of strengthened processes and a redesigned collections strategy to reduce outstanding debt
and 85% productivity gains through automation of their reports.

1 Automation
87% of time spent on developing reports was
reduced post automation of the reporting
structure – Enabling better accuracy, higher
frequency of analysis and more productive time
Process Reengineering
Lean and 6 Sigma experts conducted a
thorough examination leading to 17 critical
processes being redesigned by eliminating
waste and ensuring appropriate controls for
2
to be used for core activities faster output and designed to deliver key
outcomes.

3 Performance Metrics
Benchmark study conducted to evaluate
process performance against industry
standards and an appropriate suite of metrics
designed as part of a stronger governance
Risk
Comprehensive study conducted to identify
potential points of failure to take proactive
mitigation steps
4
mechanism

11
Debit Card Fraud Management
Our client is one of Africa’s largest financial services groups headquartered out of Johannesburg. Its’ services span personal, business,
corporate and investment banking and operates out of Africa, the Americas, Europe and Asia Pacific employing over 50,000 people.
Knowledge Services was engaged as an independent contractor to review debit card operations for their offshore business and supported
the development of robust fraud management processes, reducing their exposure drastically.

Business Problems Outcome

Delay in debit card and PIN delivery to customers resulting in increased De-centralise debit card & PIN delivery to speed
enquiries to the phone banker up the delivery process
A 10 day delay while initiating the charge-back process from the vendor was Negotiated and agreed with the vendor to initiate
avoidable financial exposure the charge-back next business day
The lack of a quality framework to monitor the health of debit card fraud Set-up a quality team to monitor debit card
process fraudulent transactions
Key findings

Regular mailer to prevent fraud was sent to the

Industry best practice - Fraud awareness programs absent
customers
Disjointed roles and responsibility matrix for operational staff resulted in effort Target operating model designed tor Debit Card
duplication and lower productivity Operations
Poor data capture protocols leading to lack of MI and reporting to introduce Introduced a robust metric system to track and
advance analytics in analyse and reduce fraudulent transactions report fraudulent transactions
Traditional and bureaucratic complaints management process led to long Introduced a structured debit card complaint
delays and high customer dissatisfaction management process
Lack of channel utilisation for card activation resulted in high contact centre Introduction of automatic activation of debit card
volumes through net banking

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 Regulatory Compliance System Implementation
Our client is a leading BPM services provider servicing Fortune 500 clients across the globe. Knowledge Services was engaged to project
manage the deployment of a regulatory compliance system under tight timelines across over 100 global locations and involving multiple
cross functional teams. Successful implementation across all entities and sites helped the client take proactive steps to ensure each
entity’s compliance status on schedule.

 Replaced the previous manual and unwieldly excel sheets with an automated tool which fulfilled the
needs for compliance management and tracking.
 Increased efficiency through defined process flows and emphasis on accountability of management
teams for non-compliance.

Automation

 Set up a real-time alerts &notification system helping the client identify exactly when an entity’s
compliance status was behind schedule or at risk enabling them to take proactive measures.
 Effective management of internal compliances and tax notices through timely notification

Real Time Notification

 Created a centralised repository for viewing all documents and reporting.

 Significantly reduced the penalty amount to be charged to the client for non-compliant cases.

Centralised Repository
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