To offer Building Performance as a Service it is key to have your own world-class delivery team.
As a COO, you can pretty much be judged on this alone – our organisation will remain focused on this foundation and not get distracted or let our standards slip.
We believe that great customers service relies on a solid foundation of engineering capability, backed up by a delivery team that can deliver safe projects and services, on time and on budget.
To ensure we successfully balance innovation and change with delivering a great service at all levels of our business, we rely on five principles:
Bet on talent
Without the right talent and culture, you will never achieve operational excellence. Betting on talent and understanding the individual ambitions of each team member is critical to delivering great service long-term.
We believe that great customers service relies on a solid foundation of engineering capability, backed up by a delivery team that can deliver safe projects and services, on time and on budget.
Develop & invest in blend of services which are focused on tomorrow’s service needs
Nothing has proven this more than the recent pandemic. Overnight, customers asked us to switch from on-site engineering to remote work. Without long-term investment and forward thinking in a blend of services (technology, remote services, field engineering, partnership-based delivery), we would have let our customers down. It’s important to invest for future service delivery as well as today’s requirement.
Give your team and the customer the data needed to drive and improve project and service implementation
So often people make the mistake of assuming if they provide people with data, their job is done. Without the insights that come from data, and each stakeholder having a thorough understanding of how they can turn those insights into actions, it is almost impossible to achieve operational excellence across the board.
Ensure everyone is empowered to deliver the right service
This doesn’t just mean having a culture of empowerment – although of course that is very important – but also ensuring each person, at every level, understands the part they play and what they need to do in order for the organisation to succeed. Everyone must feel proud when customers get the service they need.
Be persistent & be patient
Operational excellence is not judged at a point in time. Improvements can be hard and there can often be push-back but being persistent and allowing the proper time for changes to be effective is critical. By having the right measures in place (back to the importance of data!) you can track progress and ensure things are improving, even if it takes a long time to get to where you ultimately want to be.
At learnd, we are early on this journey, but our world class delivery operations teams having been executing project and services for decades. Our entire growth strategy relies on being the best. We firmly believe that nobody will buy in to our new propositions or invest in a long-term partnership with us if our service is lacking.
Our delivery needs to be the foundation upon which we build innovation and deliver outcomes for our customers.
Our tagline is Better Buildings. Guaranteed. Without this foundation we can’t make buildings better and we can’t guarantee we will succeed. So, I’m sure you’ll agree it’s pretty important.
