Samples of our successfully executed projects delivery.

Business Challenge: A public agency needed the review of its organizational structure to drive operational improvements and efficiency. . Our team was to evaluate and recommend potential adjustments to better manage the Program’s multi-agency workforce, accomplish current service delivery, and provide long-term efficiencies, effectiveness, and resilience (ability to sustain a healthy organization even when shocks to the system occur) as the Program’s work and priorities evolve over time.

How Adekoya Helped (Project Delivery & Outcome):

Employed six sigma methodologies & ADKAR (Prosci Change Management) in developing an implementation framework strategy:

• Conducted extensive interviews with a cross-section of Program and implementing partner agency leadership, staff, and customers.
• Reviewed historical records, including legislation and agreements, current authorizing legislation and agreements, current labor agreements, relevant operating documents, and any other document or information relevant to the structure and operation of the Program to understand why the Program was originally created and how its purpose has evolved over time, including current and future operating needs and requirements.
• Conducted an analysis of the Program’s current operating structure’s strengths, weaknesses, opportunities, and challenges. Include an analysis of the structure’s ability to advance or limit racial equity.
• Explored the dominant causes of the agency’s cultural practices and beliefs is intended to empower HWMP leadership and staff to develop actionable insights into how to continue to strengthen HWMP working environment
• Provided a compare analysis of the Program’s structure with comparable regional agency designs.
• Researched and examined emerging trends in organizational design to address issues and workforce needs for the next 20 years, including pros and cons given the relevant state and local laws and regulations and any operational issues associated with current operations (labor contracts, work plan commitments, or other known factors).
• Drove monthly meetings with the Steering Committee to discuss findings, issues, alternatives, and near-term actions that could be taken to enhance the Program operations. Meeting agenda, notes, and recommendations incorporating Steering Committee comments.
• Delivered a summary presentation of recommended organizational structural changes and business operational changes with timelines to the Steering Committee program for full implementation.
  • Developed New Org Structure to drive operational efficiency
  • Delivered recommended improvements that fell under five categories; 1) Reorganize, 2) Reset, 3) Span of Control, 4) Reallocation of Misallocated Resources, 5) Management Development
  • Developed KPIs (key Performance Indicators) to measure performance delivery and to ensure a continuous improvement culture at KC DNRP – HWMP
  • Developed strategies and tools for full implementation, alignment, & tracking and monitoring of outstanding issues and to ensure all improvements sticks.

Business Challenge: A Fortune 100 Company’s Global Security needed to implement a new CRM System and de-couple its Life Safety & Core Security Tasks from Customer Services administrative efforts to eliminate inefficiencies and non-value-added processes while reducing total cost of ownership. Developed and defined new roles and responsibilities and consulted with HR on new hires and reorganization.

How Adekoya Helped (Project Delivery & Outcome):

• Strategic Planning – Business Process Improvement, CRM Assessment Readiness, stakeholder analysis, De-coupled Microsoft’s Global Security and Operations Center’s Life Safety & Core Security Tasks vs. Customer Services to eliminate inefficiencies and non-value-added processes while reducing total cost of ownership
  • Entailed extracting GSOC (Global Security Operations Center) monitoring data from the following systems: LENEL, PERSPECTIVE, and DESK JOURNAL, and MILESSTONE. Then analyzed, scrubbed, and mapped data to appropriate buckets and area to deliver a sustainable performance management model (charts and metrics) for continuous improvement.
• Employed established Lean Six Sigma, Enterprise Architecture and SOA methodology to assess MS Global Security CRM Readiness and IT infrastructure and application models, organizational structure, day-to-day operational functionalities, and capabilities. Gathered pain-points, constraints, & other limitations via stakeholders’ interview (VOC) and analysis to arrive at an ideal future state (CTQ; Critical to Quality) and deliverable.
• Provided recommendation to ensure sustainability and business continuity of a state-of-the-art CRM implementation and functioning IT Department that illustrated how architecture, applications, and services needed to operate as a world class IT and business transformation solution.
• Proposed a new Organization structure (roles and responsibilities definition and alignment, new hires, new in-take process Visio diagram development, and phased approach for newly required IT investments and improvements implementation) to drive overall efficiency.

• Organization Structure Design-
  • Clear separation of duties that currently exist into two basic types of service – Priority (Critical) and Customer Service/Other
    • Recommendations around structure and function.
    • Priority around day to day operations and safeguarding of players and hotel guests PII (personal identifiable information) to ensure full compliances with required PCI compliance for POS systems.
    • Customer Service and other operational tasks handling that may be averse to global security was outlined.
  • Clear Roles and Responsibilities for MIS Department
    • Defined functions which require a physical presence in the MIS Department
    • Tasks and functions that could be automated were identified
    • Recommendation on what areas/functions can be virtualized
  • Clear Roles and Responsibilities for Other Areas of Support
    • Defined functions which require a physical presence at MS Global security
    • Tasks and functions that could be automated were identified
    • Recommendation on what areas/functions can be virtualized
  • Simplification Recommendations on Procedures, Form & Functionality, & Trainings Delivery
    • Identify inefficiencies/redundancies/overlap of duties
    • Workstation changes recommended (if needed)
    • Identified minimum staffing requirement for MS Global Security
    • Process Improvement – Delivered Time & Motion Sturdy to highlight end-to-end operational processes, identify effort and actual time for monitoring a specific alarm to full resolution and its’ actual related cost.

Business Challenge: A Fortune 100 Company’s Global Supply Chain Finance had an ~$143M of GRIR (Goods Receipt, & Invoice Receipt) Inventory balances that were 4 years aged due to inadequate transaction processes, unclear roles & responsibilities, redundancy, and lack of standard operating procedures and knowledge by planners. Needed to Implement new CRM systems to enable visibility to inventory transaction with all suppliers. Senior Management was uncertain as to Company’s liability and wanted to minimize its risk exposure.

How Adekoya Helped (Project Delivery & Outcome):

• Adekoya led a global inventory control group to address issues and perform risk assessments without having direct control.
• Adekoya provided lean six sigma process improvements by first delivering a Global Hardware Inventory Controls Playbook; defined, consolidated, and documented all policies, core processes and controls in one central location to assist with day-to-day inventory management. Drove process and policy development initiatives that impacted functions globally.
• Partnered with the solutions delivery team to develop and implement new CRM system and new SAP transaction processes that automatically cleared aged and incorrect inventory transactions. Included “AS-IS” process mapping and development of “To Be” processes.

1. Stakeholder and end-user’s interviews and requirements gathering.
2. Completed the BRD template with objectives, project perspectives, requirements, and ancillary information.
3. Validated information with subject matter experts (SMEs) and stakeholders.
4. Shared the draft out for review.
5. Edited BRD based on feedback.
6. Obtain approval of the BRD from project stakeholders
7. Approved BRD was then used to create additional development documentation such as technical designs, information architecture, and quality assurance and content planning documentation.

• Trained all inventory planners on new processes and proper methods for transacting inventories leveraging new CRM system reporting. Provided on-boarding sessions monthly.
• Established control measurement processes for visibility and continuous improvement, and to correct future deviations.
• New solution implementation, “to-be” process charts, and FMEA for controls, and guided WW inventory controls stakeholder’s initiatives identifying additional $188M imbalances due to weak processes, then cleaned-up ~$152M in aged material transactions; an 80% efficiency output.
• Implemented new SAP functionality monitoring systems for continuous improvement and to correct any future deviations
• Identified opportunity (CTQ – Critical to Quality definition), and unit of measure, boundaries scope, and generated efficiencies output of 93%; due to the clean-up of $133M aged inventory transactions.